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elements Company Profile

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Elements e profile Document Transcript

  • 1. Page 0
  • 2. Table of ContentsAbout US ...................................................................................................................3 Mission .................................................................................................................................. 4 Vision ..................................................................................................................................... 4 Our Ethos ............................................................................................................................... 4 Values & Philosophy ........................................................................................................................ 5 Why We Are Different ........................................................................................................... 6Our Activities ............................................................................................................7 Training.................................................................................................................................. 8 Consultancy ......................................................................................................................... 12 Recruitment......................................................................................................................... 13Our Training Approaches......................................................................................... 14 Courses List .......................................................................................................................... 15 Interpersonal Skills......................................................................................................................... 15 Supervisory Level ........................................................................................................................... 16 Managerial & Leadership Level ..................................................................................................... 16 Human Resources Management Skills .......................................................................................... 17 Finance & Accounting .................................................................................................................... 17 Sales & Marketing ......................................................................................................................... 18 Technical Skills ............................................................................................................................... 18 Courses Contents................................................................................................................. 19 Interpersonal Skills......................................................................................................................... 19 Supervisory Level ........................................................................................................................... 44 Managerial & Leadership Level ..................................................................................................... 55 Human Resources Management Skills .......................................................................................... 71 Finance & Accounting .................................................................................................................... 83 Sales & Marketing ....................................................................................................................... 106 1 Technical Skills ............................................................................................................................. 135 Page
  • 3. Training Curriculums ............................................................................................. 146 Silver Bullet: Sales Persons Curriculum ............................................................................. 146 Golden Bullet: Sales Managers Curriculum ....................................................................... 148 Good-2-Great “G2G”: Leadership Curriculum ................................................................... 150 The “WOW” Level – Customer Service Curriculum ........................................................... 152Our Clients ............................................................................................................ 154 What They Say About elements ........................................................................................ 156Affiliations .......................................................................................................... 159 2 Page
  • 4. About US About Us Never before have the talent, skills, and experience of the workforce been as critical to organizational performance and sustainable business success as they are today. At Elements, we are all about helping organizations establish, develop and maintain workforce excellence. We launched in 2005 serving private, public and non-profit organizations operating in the Middle East & North Africa (MENA), our products and services are designed to help our clients recruit, assess & develop the best candidates for the job. In addition to recruitment we help our partners by providing thoughtful training and coaching programs designed by well selected training & development tools to deliver sustainable improvement in skills and performance at all levels from frontline customer facing staff to team leaders and managers. We have an unwavering commitment to quality, professionalism and innovation. These values ensure that every programme is delivered to the highest professional standards. Regardless of the industry, geography, or job, the one constant in business success and organizational excellence is the quality and performance of the people who sell for, service, support, manage, and lead the organization. Our track record of delivering a strong return on investment to our clients, the depth and quality of our portfolio offering, and the thought leadership and discipline of our people and processes are attributes we strive to demonstrate on every client engagement. These are the things that have made us a highly reliable service provider and talent management partner within the Middle East and North Africa MENA. We welcome you to learn more about Elements! 3 Page
  • 5. Mission MissionOur mission is to improve organizational effectiveness and enduring superiority through:  The recruitment, assessment, and selection of a premier workforce  The development of critical job skills through Training and coaching  Differentiating our partners’ capabilities & creating a culture of winningVision VisionElements provides high value training, recruitment & consultancy services to organizations within the private,public and non-profit sectors. Our purpose is simple: it is to deliver practical, innovative training solutionsand consultancy services designed to add value for our clients by helping develop one of their mostimportant assets - their people EthosOur EthosA culture exists that encourages and promotes openness, originality and independent thought. Internally westrive to be an energetic and enthusiastic team that thrives on providing a high quality professional andflexible service. We endeavor to find innovative ways to meet our clients requirements and put originalitybefore traditional thought. We aim to work openly and honestly with all stakeholders to ensure theorganization and team work in a seamless and efficient manner - "together making it happen". 4 Page
  • 6. Values & Philosophy Values PhilosophyIntegrity: First and foremost, we are  To build customer relationships that iscommitted to integrity in all that we do, characterized by results, service, costalways, everywhere. effectiveness, timeliness, and value.  We are committed to professionalismRespect: We respect every individual – our and excellence, not only in our resultsemployees, our consultants, and our clients. but also in our methods.We value and benefit from the diversity and  To be known for high value, service,entrepreneurial spirit of each individual. and, above all results by providing theProfessionalism: It is our duty to perform to best expertise and best services tothe highest standards of professionalism. We meet the highest standards requiredare determined to deliver outstanding quality by our client.so that we unite with our clients and have  To develop our clients to becomelong lasting relationships. winners and leaders in theirTeamwork: It is the essence of our ability to competitive fields, to be responsive,succeed as a trusted vendor of training and resourceful.solutions to our clients. We continue to learnfrom our employees, consultants and strategicpartners – sharing skills, resources, andexperiences to help benefit our clients as wellas ourselves.Commitment: We are committed toexcellence and self-improvement. We drawstrength from performance evaluations –striving to excel and improve in all aspect ofbusiness.Dedication: We are dedicated and have thewillingness to take on big challenges and see 5 Pagethem through.
  • 7. Why We Are Different Why We Are Different Elements builds client relationships by listening to your needs and objectives. We strive to understand your business challenges and training needs up front. With this knowledge we’re better able to explain the development technologies best suited to your situation, presenting alternatives that may save on cost and/or time, and collaborating on a clear set of training objectives to work toward. Whether you’re implementing a custom or readymade solution, you’re always fully informed and in control. And no matter what your business need, were ready, capable & flexible. We understand the concerns that arise at various stages in any development program and our experienced team is here to put you at ease, The experience that we posses and bring to each project enables us to anticipate the challenges that can affect the production and effectiveness of your unique development program, insight that can help you avoid technical and budgetary issues during implementation. Its one of the reasons were the learning solutions provider of choice for many multinational organizations within the MENA We are unique since we use the most effective training methodologies and the latest training schools ensuring the effectiveness of the training programmes and matching all learning styles. 6 Page
  • 8. Our ActivitiesOur ActivitiesELEMENTS has the expertise needed to be your successpartner we do Train your candidates professionally andConsult you to bring the best solutions in the shadow ofthe current market challenges. And we also Recruit thebest personnel & talents depending on the jobrequirements & needs. And we can use our experiencein the Outsourcing to give you a working hand outsideyour payroll that gets things done. 7 Page
  • 9. Training Providing the Best Training Methodologies It has been recognized that each trainee prefers different learning styles and techniques learning styles group common ways that people learn. Every trainee has a mix of learning styles. Some trainees may find that they have a dominant style of learning, with far less use of the other styles. Others may find that they use different styles in different circumstances. There is no right mix. Nor are our styles fixed. Therefore we proudly provide multiple learning styles “multiple intelligences” for learning which is relatively the most effective approach. This approach is known as the “Modern school of Training” Traditional schooling used (and continues to use) mainly linguistic and logical training methods. It also uses a limited range of learning and teaching techniques. Many schools still rely on PowerPoint presentation and book-based teaching. A key principle of the training of the human resources is how people prefer to gather, organize and think about information, as expert in the training field it was our duty to master the latest training and development tools, our learning tools which assure the effectiveness of all conducted training courses and match all learning styles are:• Focusing on employees’ KPIs & tackling the gaps• Practical business related training materials prepared by well-known Entrepreneurs & Business Consultants• The best qualified trainers well-Known in the MENA 8 Page
  • 10. • Providing opportunities to observe & Practice• Using case studies and assignments• Providing challenging simulations• Using educational activities & games• Using teams’ tasks, role plays & after training projects• Best “Training Videos” for world-wide well-known trainers• Using a comprehensive range of Assessments Learning Plans for Individuals (or Groups) Tie learning resources directly to personal development plans In order to excel in their jobs, employees tasked with taking on new responsibilities need a clear path for professional development. Their managers need a quick way to identify competency gaps, and an easy method for delivering the right learning to bring individuals or groups of related workers up to speed. , our learning plans can help you set up the right mix of content to promote professional development and improve job performance. Learning solutions targeting learning plans for employees and groups deliver:• Support for any variety of custom development plans• A wide range of modular courses with up-to-date content• The right courses to assess and target competency gaps• Simple access to all employees, including a dispersed workforce• Measurement of progress and completion rates 9 Page
  • 11. Organizations with under-utilized learning programs canstart seeing a return on their learning investment -- andgrowth in key areas of their business -- by setting uppersonal development plans for employees.High Potential LeadershipCrucial leadership development for the next generationFrom handling key business issues, to difficultorganizational challenges, managers and leaders tacklethe toughest decisions on a daily basis. Effective leadersneed a wide range of business & personal skills crucialto their positionsProper leadership skills development training in theseareas ensures that managers at all levels know how totake charge and inspire by example.The key drivers of performance in most organizationsare the leadership qualities and behaviors that aredemonstrated by all staff on a day to day basis.Leaders at all levels are operating in an age ofuncertainty; effective leaders bring new direction,clarity and inspiration. What is critical is to defineleadership for you in the context of your business; wework with you to define leadership at all levels in yourbusiness. Working with a wide range of stakeholders,front line teams, their managers and leaders, we taketime to understand your business and what success isfor you. Based on our understanding of your 10organization, together with our expertise in how people Page
  • 12. learn, we design integrated leadership solutions to buildcore skills and behaviors, based on real and relevantand critical incidents.Leadership development learning solutions deliver:•Curriculum relevant to the problems facingcontemporary managers and leaders•Content that communicates strategic direction,maximizes organizational productivity, anddemonstrates leadership qualities•Support for online training, facilitated classroomevents, and one-to-one mentoring opportunities•The capability to customize content with business orindustry specific examples•Collaboration opportunities among participantsOur leadership solution provides blended learningmodalities, job aides, and opportunities to experimentthrough simulations and role-play. Organizations cancustomize training to match their internal businessneeds, and benefit from the experience of ourrespected learning partners, such as Fifty Lessons videolibrary, get Abstract Business Book Summaries, andHarvard Business Publishing. 11 Page
  • 13. ConsultancyElements for Consultancy provides business consultancy to small and medium enterprise (SME)companies primarily focusing on business development and lead generation. We aim to help yougrow your business through improving the business flow and creating a winning culture within yourfoundationOur partners call us when:  They have something pressing on their minds—whether it is a major strategic or operational need or an organizational challenge.  They are Under pressure to deliver results  Information is difficult to get and insights are scarce and/or fuzzy  They need to make decisions that will have major consequences for their people, their organizations, and the countries in which they operate.We work with the world’s leading businesses, governments, and organizations to create and deliveressential advantage by building capabilities and successfully navigating through critical junctures intheir business. We help clients lead transformational change, create new organizational models,capture value from their customer and channel strategies, increase the effectiveness of their supplychains and assets, and integrate security into their strategy to ensure the resilience of theirbusiness. We know that our clients success depends on differentiating their capabilities—and wehave the experience and depth in these areas to ensure that our clients gain the advantage theyneed. The services we provide are:We are committed to: • Creating competitive advantage through unique solutions • Building capabilities and mobilizing organizations • Driving sustainable impact • Providing unparalleled opportunities for personal growth 12 Page
  • 14. RecruitmentRecruitmentElements optimizes your hiring process with our combinationof innovative technologies, custom hiring workflows, andworld-class pre-employment selection tools ,We strive to make your hiring process astress-free one, which we accomplish through our automated recruiting solutions.These proven solutions weed out inefficiencies, ease or eliminate labor-intensivetasks, and dramatically improve process standardization.Additionally, our solutions are designed to cast a wider recruiting net, identify and select the besttalent, and improve speed-to-hire-all while driving significant cost savings, Elements’ automatedrecruiting solutions deliver results -- results that are demanded by HR professionals, operationsmanagement and executive leadership. Some results weve helped our clients achieve include:  Cut hiring costs 50-80% (e.g. cost-per-hire reduced)  Increased speed-to-hire by more than 50% (e.g. Average Time Per Hire reduced from 6.6 hrs to 3.1 hrs)Our clients engage us on a partnership basis as they understand that the Calibres with outstandingqualifications are sourced proactively via a dedicatedsearch and selection process, We conduct fresh researchon every search assignment to ensure that we provide thegreatest number of qualified candidates available,consistent with our clients needs.We continue the search process beyond the point of initialcandidate presentations and stop only after our client hasmade an offer which the candidate has accepted. Thisprocess provides clients with an optimal pool from whichto choose the final candidates and sufficient back-upcandidates to protect critical competition schedules.When you deal with Elements for Recruitment andOutsourcing, you can be assured of the most professional,aggressive search & selection services available, you will maintain a full quotient of outstandingtalent in your organisation, and can pursue your business goals without months of wading through 13unqualified resumes, interviews or even financial and legal procedures. Page
  • 15. Our Training ApproachesOur Training Approaches Interpersonal Skills Technical Supervisory Skills Level Marketing / Managerial & Sales Leadership Level Finance & Human Accounting Resources 14 Page
  • 16. Courses ListInterpersonal Skills  Remove The Fuse “Manage Your Emotions in Workplace”  Communication for a better Relations  Business World Without Conflict  Pillars Of Communication “Listen Carefully For Successful Communications”  Goals Come True “Developing Your Emotional Intelligence”  Negotiation: Getting To “YES” “Negotiation Skills to win Negotiations easily”  The Reactor Factor ”Handling Difficult Work Situations”  You Are What You Present “Effective Presentation Skills”  The 14-Fourty Time Manager “Manage Your Time”  Write N Right “Business Writing For Administrative Professionals”  The A,B,Cs of Successful Business Meeting  Making Conversations Work “Effective Business Conversation Skills”  Creativity: Think or sink “Creativity and Innovation”  Use Bait With Business Etiquette 15 Page
  • 17. Supervisory Level  101 Supervisory Management : The First Mile in The Milestone “Management Skills for New Supervisors”  102 Supervisory Management : The Extra-Miles in The Milestone “Management Skills for Supervisors”  Manage People Successfully  Coaching & Counseling Path Finder “Coaching and Counseling for high Job Performance”  Always Maximizing Through Business Prioritizing “Set Priorities and Make Decisions under Pressure” Managerial & Leadership Level  101 Managerial Skills : The First Mile in The Milestone “Management for new Managers”  102 Managerial Skills : The Extra-Miles in The Milestone “Management for new Managers”  Lead Like A Pro. “How to be an Executive Leader”  What it takes to LEAD?!!  Teamwork – Build To Last “Manage people effectively”  A Step Ahead : Strategic Planning “Strategic Planning”  Take No Risk: Making The Right Decision “Effective Decision Making”  Organizational Change Re-inventing “Plan & Manage Organizational Change” 16 Page
  • 18. Human Resources Management Skills HRM Corner Stone “Basics of Human Resources Management” Keep-N-House : Fighting Turnover “Employee Retention – Strategies to fight Turnover” Eagle Eye – Hiring Best Of The Best “Recruiting and Selecting Employees” Talent Management Awakening Z Giant : Train The Trainer The Instructional Design List For Trainers Best. “How successful trainers use Instructional Design” Finance & Accounting 101 Cost Accounting: The First Mile In The Milestone “Cost Accounting Basics” 102 Cost Accounting: The Extra Miles In The Milestone “Advanced Cost Accounting” 101 Controllers: The First Mile In The Milestone 102 Controllers: The Extra Miles In The Milestone “Advanced Strategies for Controllers” The Nuts & Bolts Of Internal Auditing “Effective Internal Auditing” How To Fix The Fixed Asset Accounting Making Financial Analysis Work Finance And Accounting for Administrative Professionals “Fundamentals of Finance and Accounting” Finance And Accounting for Nonfinancial Managers Accounting Concrete For Business Elite The Essentials of Budgeting 17 Page
  • 19. Sales & Marketing  Marketing X, Y, Z “Fundamentals Of Marketing”  Marketing 2 Sales “Aligning Marketing and Sales”  Measuring and Maximizing Marketing Return Of Investment (ROI)  Techniques Surprising For New Products Uprising “Planning and Developing New Products”  Decoding Product Management “Successful Product Management”  Market Research, get it right  Make Pricing List That Makes You The Best “Pricing Strategies for gaining a Competitive Advantage”  Customer Service Excellence  Effective Channel Management  4X4 Selling : Selling Techniques For New Salespersons  Sales Wizard : Professional Selling  Strategic Sales Negotiations  Competitive Advantage in Sales  New Sales Managers Excellence Formula “Sales Management for the Newly Appointed Sales Manager”  Motivating And Coaching That Score “Motivating and Coaching Your Sales Team”Tec  Inventory Management Techniques  Technical Project Management  Tech. - Write N Right “Effective Technical Writing”  Applying Six-Sigma Cure For Project Management Secure “Achieving Project Management Quality By using Six Sigma Approach”  TQM For Life Total Quality Management 18  Six Sigma : Green Belt Lean Six Sigma Green Belt Training Page
  • 20. Interpersonal Skills Remove The Fuse Manage Your Emotions in Work Place Interpersonal Skills Courses Contents Who Should Attend Sales and customer service professionals, managers and supervisors and any employee who needs help managing emotions or stress in the workplace. Our Mutual Objectives Understand the Statistics on Job-Related Stress Consider How Perception Has a Direct Impact on Your Emotions, and Understand How to Modify Your Perceptions Analyze How Hurt, Loss, Anxiety, Anger, Guilt and Depression Trigger Emotional Arousal and Reactions Identify the Six Myths about Stress Examine the Difference between Stress in Type I and Type II Business Situations Make the Connection between Emotions and Workplace Stress Practice Hands-on Techniques to Keep from Being "Emotionally Hijacked" at Work Describe Key Characteristics of Emotional Health, Including How Feelings Work, How to Pay Off Emotional Debt, How to Recognize Where Your Defense Mechanisms Can Distort Your Perception, How Defense Mechanisms Work, and How to Create Emotional Peace of Mind Create Work Environments Where Emotional Honesty and Emotional Energy Are Accepted Use Emotional Feedback and Practical Intuition as a Tool to Be More Perceptive about Your Own Feelings and Those of Other Employees Combine Both "Head Level" and "Heart Level" Information to Make Better Quality Decisions Identify and Practice Assertive Communication Skills to Effectively Express Your Emotions and Use Assertive Messages Create Rituals to Remind Yourself How to Lower Stress and Better Manage Your Emotions by Balancing the Mental, Physical, Emotional and Spiritual Aspects of Life Create a Personal Action Plan That Includes Support from the Seminar Group after the Course Is Over Course Outline1- Understanding More about Stress  Identify Common Causes of Stress from Personal Experiences  Interpret the Psychological and Physiological Effects of Stress  Categorize Stressors and Common Symptoms, and Distinguish Acute Stress from Episodic Stress  Discern the Difference between Positive Stress and Negative Stress  Determine Your Levels of Personal and Work-Related Stress  Recognize the Ways You May Be Unintentionally Contributing to Your Own Stress Levels through Perceptions of Excessive Demands  Identify Aspects of Your Personal and Professional Lifestyles in Relation to Your 19 Management of Emotional Well-Being Page
  • 21.  Synthesize Your Personal Profile by Creating a Graphic Representation of the Interconnectedness of the Causes, Effects, and Personal Characteristics of Stress2- A Closer Look at Feelings and Emotional Well-Being Define Personal Mastery and Its Impact on Your Work Life Differentiate between the Two Groups of Emotions to Better Understand How You Are Feeling and Why Assess What You Are Feeling and Why You Are Feeling That Way Differentiate among Feelings in the Past, Present and Future Evaluate Your Emotional Debt and Discover Ways to Pay It Off Analyze Situations So That Your Emotions Do Not Sabotage the Results You Want Identify Thoughts, Feelings, and Behaviors Associated with Stressful Situations Analyze Behavior Patterns Associated with Stressful Events Assess the Discrepancies between the Magnitude of a Stressful Event and the Ramifications and/or Implications of the Results of the Event, Based on the Management of Your Emotions3- Communicating or Controlling? Balance or Ballistics Use Your Mirror Listening Skills to Understand How Others Are Feeling Identify Feelings and the Reasons Why People Feel the Way They Do Recognize When to Be Assertive in Interacting with Others Construct Assertive Messages Using the XYZ Technique4- Rituals—Managing Emotions and Stress Identify Rituals That Presently Exist in Your Life Classify Rituals According to the Purpose They Serve Create Meaningful Workplace Rituals Test Workplace Rituals against Real-Life Events5- Personal Action Plans—Putting It All Together Create a Personal Action Plan to Implement Your Learning Back at Work 20 Page
  • 22. Communication For A Better Relations Who Should Attend This Course is designed for people who want to build better work relationships, maximize impact, increase productivity and drive results by applying effective communication and relationship management Our Mutual Objectives Learn How to Build Rapport and Achieve Trust Define the Fundamental Competencies Needed to Achieve Solid Work Relationships Develop Flexibility in Actions, Thoughts, and Feelings to Better Handle Any Situation Identify and Accept Personal and Professional Responsibilities in Communicating Effectively with Others Recognize Short- and Long-Term Implications of Communication as a Cycle of Continuous Responses That Create "Relationship Residue" Identify and Avoid Communication Mistakes Such as Misinterpreting Others or Ineffective Listening Understand and Use Others’ Communication and Thinking Style Preferences to Influence and Motivate Them to First-Rate Performance Define Productive Relationships in Terms of Achieving Workable Compromise and Strategic Interdependence Identify Strengths, Weaknesses, and Opportunities in Your Workplace Relationships Understand Values, Beliefs, Attitudes, and Perceptual Processes and Their Impact on Establishing Workplace-Specific Trust and Respect Investigate Emotions and How They Translate into Workplace Emotional Intelligence Create Ways to Be a More Effective Team Member and Leader by Using Polished and Conscious Communication Master the Key to Excellent Communication: Observe, Listen, Analyze, Plan, and Communicate Course Outline1. Effective Workplace Relationships  Identify Behaviors That Support or Undermine Effective Workplace Relationships  Assess Personal Uses of Behaviors That Support or Undermine Effective Relationships with Important People and Groups at Work2. Communication and Perceptions  Identify and Accept Personal and Professional Responsibilities in Communicating Effectively with Others by Becoming a "Conscious Communicator"  Evaluate a Model of Communication in Order to Be Conscious of the Direct Correlation between Effective Communication and Strong Work Relationships  Identify Behaviors That Erode Trust and How They Can Be Avoided  Recognize Short- and Long-Term Implications of Communication as a Cycle of Continuous 21 Responses That Create "Relationship Residue"  Use Rapport Building as a Tool to Improve Relationships Page
  • 23. 3. Investigating Emotions and Emotional Intelligence  Apply a Broader Definition of Intelligence  Redefine Yourself and Others Using a Multiple Intelligence Model  Identify the Relationships Amongst Emotional Intelligence, World View, Perception, and Effective Relational-Communication Behaviors  Analyze and Identify Strategies to Improve Work Relationships by Applying Emotional Intelligence4. Building Better Relationships with Ourselves and Others  Evaluate the Impact of World View, Perception, and Emotional Intelligence on Self-Concept, Self-Esteem, and Self-Awareness  Identify the Impact of Self-Perception on Our Interactions with Others  Explain and Apply the Concepts of Self-Fulfilling Prophecy in the Workplace  Identify Your Particular Social/Communication Style—How You Most Often Relate5. Relationship Building  Identify Behaviors That Build Trust and How They Can Be Used to Build Effective Workplace Relationships  Recognize and Manage the Use of Assumptions in Explaining and Predicting Others’ Behaviors and Reactions  Apply Conscious Communication Skills to Assessing the Situational Trustworthiness of Others  Analyze, Assess, and Counteract People and Situations That Elicit or Exhibit Unproductive Attitudes6. Expressing Needs within Relationships  Assess Interpersonal Influence Choices Using the "Need to Control" Continuum  Analyze When and How to Most Effectively Use Assertive Verbal and Nonverbal Behaviors  Apply Insights Gained through Completing a SWOT Profile to a Personalized Influence Development Plan7. Relational Communication  Improve Your Communication Style with Others Who Have Different Styles, Therefore Building More Meaningful and Productive Relationships  Assess and Sharpen Verbal and Nonverbal Behaviors and Skills  Apply Direct and Indirect Messages in Order to Flex Communication to Meet Varying Goals  Utilize Feedback and Questioning Skills to Better Understand Others and Their Relationship Needs8. Relational Listening  Identify Listening Barriers and Their Impact on Development of Effective Workplace Relationships  Ask Good Questions and Use Paraphrasing to Improve Listening Skills and Relationships  Apply Active and Reflective Listening Skills in Specific Types of Workplace Listening Situations  Apply Best Practices for Giving or Seeking Feedback9. Addressing Relational Change and Conflict  Assess and Adapt to Changes in Work Relationships and the Work Environment  Identify Conflict Management Strategies to Fit Specific Relationships and Situations  Synthesize Skills Addressed in the Program and Systematically Apply Them in Creating a 22 Comprehensive Plan for Assessing and Resolving Relational Conflicts Page
  • 24. Business World Without Conflict Who Should Attend Business professionals who want to expand their conflict management skills, understand their own emotions and behaviors when addressing conflict and find productive ways to manage conflict Our Mutual Objectives Clarify and Expand Your Thinking About Conflict Identify Underlying Causes of, and New Ways to Respond to and Manage, Conflict Respond to Conflict Rather Than React to It Map a Conflict and Read the Map to Gain Insight into It in Order to Create Ways to Manage It Draw on the Experiences of Others to Validate or to Expand Your Own Approach to Conflict Comfortably Practice Various Techniques, Strategies, Approaches and Models, Adding Flexibility to Your Own Behavior Apply the Ideas, Techniques and Approaches from the Seminar to Situations Beyond the Classroom Implement Flexible Strategies to Improve Your Communication and to Respond to Conflict Course Outline1. Developing Conflict Awareness Explain What You Need from This Seminar as Well as What You Are Willing to Contribute to the Group Illustrate, with Examples, How Conflict Can Be Positive and, When Left Unmanaged, Can be Negative Explain the Difference Between Disagreement and Conflict Orally Describe a Conflict as It Goes Through the Five Stages Explain the Role of "Feelings" in Moving Disagreement into a Conflict Describe Barriers to Managing and Resolving Conflict2. Responding to Conflict Demonstrate a Belief That Each Person Is Responsible and in Charge of Their Own Feelings and Behaviors Explain How Emotional Intelligence Relies on People Tuning in to Their Own Feelings and the Feelings of Others Apply the P-U-R-R Model to Demonstrate Understanding and Application Summarize Content and Feelings from Conversations Apply the Validating Process Distinguish Between Listening for Thoughts and Listening Feelings in a Conversation Explain That Meaning Often Comes from the Context of the Relationship Rather Than the Intrinsic Definition of the Words We Use3. Different Ways to Manage Conflict Productively Explain the "Gender Trend" in Conflict 23 Detail the Four Steps of the "Zip the Lip" Technique Page
  • 25.  Discuss How Conflict in Relationships in Contrast with Conflict About Content Should Be Handled Explain Why the "Why" Should Be Avoided in Managing a Conflict Analyze a Case to Synthesize the Information Presented and to Evaluate Alternate Ways to Handle the Problem Presented Evaluate Possible Solutions, Create a Solution and Role-Play Its Application4. Conflict Strategies Identify Your Preferred Strategy (ies) for Responding to Conflict Demonstrate an Understanding of All Five Conflict Strategies By Identifying Each Style in Action Analyze Given Examples and Recommend Appropriate Strategies to Minimize or Manage the Conflict Exclude Inappropriate Strategies, Demonstrating an Understanding of When to Use Each Strategy for Maximum Results Implement Each of the Five Conflict Strategies in Role-Play Situations5. Moving Beyond Conflict Differentiate Among Passive, Assertive and Aggressive Behavior Name and Exemplify the Six Assertiveness Skills Presented in the Video, When I Say "No," I Feel Guilty Use "I-Messages" to Assertively Express Yourself Demonstrate How to Turn Potential Disagreements Into Discussions By Applying the "Model to Disagree" Say "No" Assertively Detoxify Emotional Statements and Devise Alternative Ways to Express the Message Behind the Emotional Statement6. The Role of Trust in Minimizing Conflict Describe the Four "Cs" as the Cornerstones of Building Trust Explain How Trust Is Lost and Regained, and How Transparency Validates Trust Identify Interests Behind Positions Apply the Suggestions of the Positive Confrontation Tips7. Mapping the Conflict Map a Conflict Through the Five Steps By Applying the Model and the Worksheets to a Selected Conflict Explore a Given Conflict from Various "Viewing Points" Separate Interests from Positions in a Specific Conflict Select an Appropriate Conflict Strategy Depending on a Goal Demonstrate the Implementation of the Chosen Conflict Strategy in a Role Play8. Dealing with Difficult Behavior Explain the Difference Between Difficult People and Difficult Behavior Demonstrate an Understanding of Effectively Handling Passive Behavior Demonstrate the Two-Step Process of Handling Passive or Aggressive Behavior Analyze Intra Divisional Conflict and Create a Viable Alternative to Handle That Conflict Demonstrate Mastery of the Conflict Strategy Chosen 24 Page
  • 26. Pillars Of Communication Listen Carefully For Successful Communications Who Should Attend This course is designed for every manager who wants to ensure that he or she is applying listening skills to communicate effectively Our Mutual Objectives Motivate Other People to Give You the Information You Need Ensure That You’ve Understood Another Person’s Message Correctly Increase Positive Information Flow to Enhance Productivity and Performance Strengthen Staff Trust and Morale Course Outlines1. Opening Introductions, Introduction to Listening  Gain an Understanding of the Importance of Listening  Explore Some of the Popular Conceptions and Misconceptions about Listening  Complete a Listening Self-Assessment2. Verbal Communication System, a System for Listening,  Understand How Listening Relates to Verbalizing Information, Feedback, and Feelings  See How the Verbal Communication Categories Can Be Used to Improve the Effectiveness of Interpersonal Communication  Develop a Strategy for Monitoring the Progress of a Discussion and Learn How to Revise Your Communication Strategy as the Discussion or Situation Changes  Review the Four Typical Response Patterns3. Hear the Message—Acknowledge Emotion and Encourage  Learn How to Use the Acknowledge Emotion Category to Separate the Content of the Message from the Feelings It Contains  Learn How to Use the Encourage Category and Praise to Build Openness and Rapport4. Interpret the Message—Acknowledge Ideas  Learn to Recognize That Barriers Can Affect the Interpretation of a Message  Discover the Importance of Nonverbal Communication Signals and How They Affect the Communication Process  See How to Listen More Effectively by Recognizing Nonverbal Signals  Learn How to Use the Acknowledge Ideas Category to Verify Information, Promote a Feeling of Understanding, and Clarify Meaning5. Evaluate the Message 25  Learn to Use the Question Category  Distinguish between Open-ended and Closed-ended Questions and Know When to Use Each Page
  • 27. 6. Respond to the Message  Learn How to Use the Inform Category to Give Out Information Such as Facts, Thoughts, and Opinions  Develop and Understanding of How to Use the Direct Category, Including Commanding, Delegating, and Communicating Orders  See the Right Way to Use Criticism to Bring about Positive Effects7. The Matrix  Develop a Strategy for Monitoring the Progress of a Discussion  Know How to Revise the Communication Strategy as the Discussion or Situation Changes 26 Page
  • 28. Goals Come True Developing Your Emotional Intelligence Who Should Attend All business professionals who want to maximize performance by developing their interpersonal skills and increase self-understanding and emotion-management through emotional intelligence training. Our Mutual Objectives Recognize the Central Nature of Emotional Intelligence in Achieving Professional Success Manage Trigger Events That Cause an "Emotional Hijacking" Respond Effectively to Workplace Social Cues Build and Maintain Productive, Working Relationships with Others Course Outlines1. Introduction to Emotional Intelligence  Recognize Emotions in Yourself and Others  Identify the Need for Emotional Intelligence as Well as IQ in Achieving Productive Work Relationships and Professional Success  Recognize the Key Concepts of Emotional Intelligence2. Self-Awareness  Assess Your Emotional Intelligence  Relate Individual Emotional Intelligence Scores to the Four Core EQ Personal and Social Skill Competencies  Practice Applying the Core EQ Competency of Self-Awareness  Apply Self-Awareness Strategies to Investigate the Impact of Both Positive and Negative Emotions3. Introduction to Emotional Intelligence  Recognize Emotions in Yourself and Others  Identify the Need for Emotional Intelligence as Well as IQ in Achieving Productive Work Relationships and Professional Success  Recognize the Key Concepts of Emotional Intelligence4. Self-Awareness  Assess Your Emotional Intelligence  Relate Individual Emotional Intelligence Scores to the Four Core EQ Personal and Social Skill Competencies  Practice Applying the Core EQ Competency of Self-Awareness  Apply Self-Awareness Strategies to Investigate the Impact of Both Positive and Negative 27 Emotions Page
  • 29. 5. Self-Management  Recognize the Sequence of Brain-Based Activity That Results in the Human "Impulse to Action" Response  Assess How the Second EQ Core Competency of Self-Management Allows You to Better Manage Trigger Events and Avoid Emotional Hijackings  Apply Strategies to Reframe Negative Self-Talk Patterns into Positive Patterns6. Social Awareness  Discuss the Obvious and Non-Obvious Messages Others Present  Evaluate How the Information We Receive from Others Interacts with Our Own Emotions and Thoughts to Determine Our Actions7. Relationship Management  Assess the Roles of Self-Awareness, Self-Management, and Social Awareness in Creating and Maintaining Productive Relationships  Identify What Is Required of You to Manage Relationships While Meeting Your Needs and the Needs of Others  Evaluate the Place of Emotions in Conflict and How to Use Core EQ Skills to Break the Conflict Code8. Train Your EQ Brain  Teach Others to Recognize the Behaviors of EQ’s Four Core Competencies  Apply Proven Strategies for Training Your EQ Brain Using Repetition, Practice, Imagery, Self- Talk, and Mentoring  Recognize the Sequence of Brain-Based Activity That Results in the Human "Impulse to Action" Response  Assess How the Second EQ Core Competency of Self-Management Allows You to Better Manage Trigger Events and Avoid Emotional Hijackings  Apply Strategies to Reframe Negative Self-Talk Patterns into Positive Patterns9. Social Awareness  Discuss the Obvious and Non-Obvious Messages Others Present  Evaluate How the Information We Receive from Others Interacts with Our Own Emotions and Thoughts to Determine Our Actions10. Relationship Management Assess the Roles of Self-Awareness, Self-Management, and Social Awareness in Creating and Maintaining Productive Relationships  Identify What Is Required of You to Manage Relationships While Meeting Your Needs and the Needs of Others  Evaluate the Place of Emotions in Conflict and How to Use Core EQ Skills to Break the Conflict Code11. Train Your EQ Brain Teach Others to Recognize the Behaviors of EQ’s Four Core Competencies Apply Proven Strategies for Training Your EQ Brain Using Repetition, Practice, Imagery, Self- Talk, and Mentoring 28 Page
  • 30. Negotiation : Getting To “YES” Negotiation Skills to win Negotiations easily Who Should Attend Executives, managers, salespeople and top-level dealmakers who seek the negotiating skills necessary to meet their responsibilities for negotiating the best possible terms of an agreement for their company. Our Mutual Objectives Identify Situations That Are Actually Negotiations Decide When to Engage in a Negotiation and When to Ignore the Negotiation Option Plan the Content of Any Negotiation Recognize the Stages of Negotiation and Determine Appropriate Behavior to Utilize in Each Stage Make a Business Decision Before Determining the Negotiation Strategy Develop an Appropriate Strategy to Use During a Negotiation Identify the Communication Styles of Others Adjust Your Own Communication Styles to Achieve Desired Results Exhibit Knowledge of the Principles of Persuasion Through Applying Them to a Negotiation Situation Plan a Negotiation Strategy for Traditional Face-to-Face Negotiations as Well as Those Negotiations Supplemented by the Use of Other Media Demonstrate an Understanding of Team Negotiation By Planning and Carrying Out an Effective Team Negotiation Case Display the Use of Ten Popular Ploys and Tactics Commonly Found during Negotiation and Explain How to Counter Them Understand the Role Culture Plays in Negotiation Course Outlines1. Introduction to the Negotiation Process  Determine When You Are in a Negotiable Situation  Discriminate between the Two Types of Negotiations  Explain the Business Importance of Taking a Win-Win Approach to Negotiation  Identify the Primary Factors Required to Establish an Agreement  Describe What Influences the Negotiation Process2. Planning the Content of Your Negotiation  Explain the Importance of Planning  Determine Alternatives to a Settlement before Negotiating  Use the Negotiation Planning Guide  Identify Ranges of Acceptability  Negotiate Internally Before Launching Your Prepared Negotiation 29  Apply Planning Skills in a Case Study Page
  • 31. 3. Negotiation Stages  Chart the Course of a Negotiation through Its Five Stages from Both the Content  Point of View and the Process Point of View  Determine Appropriate Behavior to Use in Each Stage  Design a Questioning Strategy to Assist You to Move among the Five Stages  Identify the Causes of Resistance You May Face During the Negotiation Process and Design Ways of Handling It4. Communication Styles  Explain the Four Styles of Communication  Determine Your Style of Communication  Identify the Communication Styles of Others  Adjust Your Style to Get Results You Want  Recall Communication Guidelines for Effective Negotiators5. Persuasion  Apply the Structured Persuasion Model to Improve Your Ability to Convince  Others of Your Point of View  Combine Appropriate Logic and Emotion to Develop Support for Negotiable Positions  Modify Your Approach to Persuasion Depending on the Other Side’s Communication Style6. Planning a Strategy for Negotiation  Plan a Strategy to Apply during a Negotiation  Consider Various Dynamics That Impact the Negotiation Process  Structure Effective Concessions  Know How to Break Deadlocks  Identify and Use Your Leverage When Negotiating  Adjust Your Strategy According to the Medium in Which the Negotiation Is Taking Place7. Negotiating with a Team  Identify Opportunities for Using Teams to Negotiate  Explain How to Organize, Control, and Effectively Manage a Team  Plan with a Team  Use a Negotiating Team to Achieve Business Goals  Participate on a Team8. Negotiation Ploys and Tactics: Measures and Countermeasures  Explain Ten Key Negotiating Tactics  Provide a Countermeasure for Each Tactic  Understand How to Identify the Tactic When It Is Used By Others Bringing It All Together  Incorporate the Negotiation Checklist from This Module to Work-Related Situations  Apply the Theories of Negotiation to Your Personal Action Plan Using Work-Related Situations 30 Page
  • 32. The Reactor Factor Dealing With Difficult Situations in Workplace Who Should Attend Business professionals across all functional areas who are interested in building thinking skills and getting tools to respond effectively when faced with difficult people, situations and workplace conflicts. Our Mutual Objectives Identify the Dynamics of Individual Behaviors That May Evoke an Emotionally-Charged Reaction Recognize the Personal Choices and Approaches One Takes to Deal with Stressful Behavioral Situations Apply Effective Conflict Management and Communication Skills to Stressful Behavioral Situations Practice Skill Building at all Employee Levels in the Workplace That Deals with Difficult or Challenging Behaviors Course Outlines1- Workplace Conflict Basics  Identify Advantages and Disadvantages of Personal Differences in the Workplace  Define Conflict Management  Describe the Iceberg of conflict and its Personal Impact2- Constructive Feedback Skills  Differentiate the Terms "constructive Feedback" and "Criticism"  Identify the Roles of Verbal and Non-Verbal Behaviors in Feedback  State at Least Three Guidelines for Giving and Receiving Constructive Feedback  Apply the Six-Step Model for Giving Constructive Feedback3- Role of Emotions and Self-Management in Stressful Behavioral Situations  Define Emotional Intelligence (EI) and Its Role in Interpersonal Relations  Assess Personal EI4- Situational Responses in Problematic Individual and Group Settings  Explain and Apply the Four-Step C-A-L-M Model for Standing Strong  State at Least Two Techniques for Handling Five Potentially Stressful One-on-One Behaviors in the Workplace  Demonstrate How to Defuse Emotions and Address Difficult People in a Meeting Situation5- Action Plan  Develop an Action Plan for Two Specific On-the-Job Situations  List Three Personal Behavioral Changes to Help Manage Conflict Regularly At Work 31 Page
  • 33. You Are What You Present Effective Presentation Skills Who Should Attend This course is recommended for everyone who needs to develop their presentation skills, speak in front of groups or sell ideas to others and has little or no presentation experience. Learning Objectives Tailor Your Presentation to Your Audience Use Relaxation Techniques to Overcome Nervousness Learn How to Project Your Voice and Use Pauses to Dramatize Your Point Expertly Handle Difficult Questions and Situations Course Outline 1- Balancing Verbal and Nonverbal Messages Explain the Need to Balance Style and Substance Identify the Importance of Nonverbal (Visual and Vocal) Messages Receive Feedback on the Nonverbal Messages You Send Practice Nonverbal Impact Skills to Reduce Nervousness and to Engage the Attention of Your Listeners Demonstrate How to Make Your Content Clearer and More Memorable by Incorporating Anecdotes, Analogies, Examples, and Quotes in Your Presentation Demonstrate How to Use Audience Participation Techniques 2- Developing and Organizing Presentation Content Set Presentation Parameters Create an Audience Profile Tap into What You Already Know Identify What You Need to Find Out Structure Your Information Demonstrate How to Condense the Speech Outline into Notes You Can Speak From3- Preparing to Give the Presentation Explain the Benefits of Rehearsing, Adhering to Time Frame, and Speaking from Notes Demonstrate How to Reduce Stress and Speaker’s Anxiety4- Using Visual Aids and Support MaterialsDescribe the Purpose of Visual Aids and Support MaterialsDistinguish among Visual Aids, Speaker’s Notes, and Audience HandoutsIdentify Tips for Effective Composition of Visual ContentDescribe the Criteria for Selection among the Many Types of Visual Aid MediaDemonstrate Guidelines for Interacting with Visual Aids and Managing Handouts5- Handling Questions from the Audience 32 Explain the Importance of the Question and Answer Session Demonstrate How to Respond Professionally to Questions from the Audience Page
  • 34. 6- Managing the Presentation EnvironmentDescribe the Advantages and Disadvantages of Different Room SetupsBe Able to Anticipate, Avoid, and Handle Equipment ProblemsIdentify What Logistical Arrangements to CheckDemonstrate How to Use Lecterns and Microphones Effectively 7- Exercises/Worksheets Self-Introduction Worksheet Prepared Presentation #1 Setting Presentation Parameters Worksheet Audience Profile Worksheet Prepared Presentation #2 33 Page
  • 35. The 14-Fourty Time Manager Manage Your Time Who Should Attend Business professionals who want greater control of their time, management style and life by using effective time management techniques Includes tips on coping with voice mail and e-mail Our Mutual Objectives Recognize Key Components of Effective Goal Setting through Time Management Discover Your Time Management Strengths and Self-Management Opportunities Manage Multiple Priorities Based on Validity and Urgency Redirect Your Efforts to the Most Important and Valid Tasks Identify Ways to Deal with Distractions and Eliminate Interruptions Set Group Goals and Priorities Discover Quick and Easy Ways to Handle Non-Valid Tasks Learn Strategies to Improve Your Concentration and Increase Your Efficiency Implement Tools and Techniques for Effective Multi-tasking and Scheduling Abilities Course Contents 1- Time Management Is Self-Management Define Time Understand and Reconcile the Shifting Priorities in Your Workday Identify Typical Time-Wasters in Your Workday Categorize the Time-Wasters as Self or Other Imposed Identify the Value (Cost) of Your Time Recognize Effective Time Management as Self-Management Learn the Six Key Steps to Value and Control Your Time Identify Your Current Time Management Strengths and Self-Management Opportunities 2- Planning Your Way to Success Understand the Goal-Setting Process Recognize the Key Components of Effective Goal Setting Create Clearly Defined Goals Based on Your Role Develop Skills to Set SMART Goals Write Your Own SMART Goal(s) 3- Managing Multiple Priorities—Focus on the Important and Valid Set Priorities Using Importance and Validity as Guideposts Use Urgency to Tie-Break between Competing Priorities Create Five Windows of Time Open a New Window of Opportunity 34 Redirect Your Efforts to the Most Important and Valid Tasks Based on Your Role and Responsibilities Page
  • 36.  Discover Five Ways to Handle Non-Valid Tasks Prioritize Your Day by Answering Nine Key Questions Effectively Delegate Appropriate Tasks Implement Four Techniques to Improve Your Scheduling Abilities Commit to Follow-up Strategies to Ensure Your Success 4- Concentration—Your Key to Productive Efficiency Develop an Understanding of the Terms "Productive" and "Efficient" and Learn to Distinguish between the Two Concepts Uncover the Myth of Multitasking Understand the Importance of Concentration and Focus Identify Your Concentration Quotient Learn Ways to Improve Your Concentration Identify Fifteen Ways to Deal with Distractions Utilize Twenty Tips to Eliminate/Minimize Interruptions Focus Your Efforts and Skills to Increase Your Effectiveness5- Taming the Typical Time-WastersGet Organized and Stay OrganizedLearn the IOK Method for Handling PaperworkIncorporate Some of the Twenty-Four Timely Tips for Putting Paperwork in Its PlaceUse the Top Twenty Suggestions for Eliminating E-mail OverloadDiagnose and Treat Your Procrastinating Ways Using Seven Timely Tips6- Managing Meaningful MeetingsIdentify Reasons Why Some Meetings Are IneffectiveMatch Your Meeting Method to Your MessageDevelop Ways to Ensure Your Meetings Have MeaningIncorporate Thirteen Timely Tips to Make Your Meetings MeaningfulPlan and Lead More Productive and Effective MeetingsLearn Effective Meeting Attendee BehaviorsImprove Your Meeting Attendee SkillsDeal with Difficult Attendees 7- Establish Boundaries to Create Balance Prioritize and Choose Your Activities to Provide Balance Use the Ten Timely Tips for Establishing Boundaries Understand the Importance of Honoring Your Own Time Say Yes to Yourself by Saying No to Others8- Crafting Your Time Mastery Plan Identify Three Key Learning from the Course Write Two SMART Goals for Your Time Mastery Plan Transfer Your Key Learning into Action 35 Page
  • 37. Write n Right Business Writing for Administrative Professionals Who Should Attend Administrative assistants, administrative support personnel, office managers and executive secretaries/assistants interested in improving their business writing skills. Our Mutual Objectives Master the principles of good grammar and punctuation Organize and write memos, minutes and procedures Confidently write and ghostwrite for your boss(es), using appropriate style and tone Learn how to write effective e-mail Understand the entire writing process Write effective letters for all occasions Save time through proven tricks of the trade Gain recognition as your boss’s backup and representative—become the “office writing expert" Course Outlines Formulas for Editing, Proofreading, and Rewriting Understand Basics of Grammar Eliminate Unnecessary Language Edit and Proofread Effectively1- Letters That Get Results Organize Letters Effectively Convey a Warm, Personal Tone2- Winning on Paper—Strategies for SuccessVary Your Sentence Length and StructureSubordinate Secondary IdeasHighlight Key IdeasDesign Your Page EffectivelyGain Recognition through Your Writing 3- Memos and Minutes Organize Logically Select a Winning Tone State Opinions or Pinpoint Problems Write Effective Procedures 36 Summarize Effectively Page
  • 38. 4- Tricks of the TradeWrite for Your BossWrite Disciplinary CommunicationsBecome "the Office Writing Expert"Apply Time Management Techniques to WritingCreate a Style Manual for Your Office 37 Page
  • 39. The A,B,Cs Of Successful Business Meeting Who Should Attend Executive secretaries, senior secretaries, administrative assistants, administrative secretaries, administrative coordinators, executive assistants, meeting coordinators and any individual with an office support function or responsibility for planning meetings Our Mutual Objectives Know How Objectives and Budget Drive Meeting Planning Decisions Know with Whom to Communicate When Doing Meeting Planning Tasks Match Room Setup with Meeting Objectives Select the Appropriate Hotel Facilities and Audiovisual Equipment Understand Food and Beverage Options Effectively Negotiate Hotel Contracts Know Which Services Hotels Provide Course Outlines 1- Introduction to Meeting Planning Recognize That Many Planners Share the Same Challenges and Concerns Define the Skill Set Required to Become a Meeting Planner Deal Proactively with Your Boss about Meeting Issues Recognize the Terminology and Acronyms of the Industry2- Objectives, Budgets, and the Meeting Specification Sheet Evaluate Whether a Meeting Should or Should Not Occur Develop a Meeting Specification Sheet Identify the Major Revenue and Expense Areas of Meetings 3- Site Selection Identify the Components of a Proper Site Selection, Including Effective Industry Resource Utilization Refine Your Site Selection Needs 4- Room Setup and Design Identify the Various Types of Room Setups, and Match Them to Specific Meeting Formats Determine How Much Space per Person Is Required in Each Room Setup 5- Negotiations and Hotel Contracts Identify What Is and Isn’t Negotiable in a Hotel Contract Identify How Hotels Make Money, and Assess the Value Your Business Represents Understand Critical Hotel Contract Clauses and How You Should Modify Them Recognize the Power of "No" in a Hotel Contract Negotiation Practice Your Negotiating Skills by Learning the Needs of the Hotel 38 Page
  • 40. 6- Audiovisual Technology Identify Various Types of Fundamental AV Equipment Discuss Four Rules Critical for Successful AV Presentation Understand AV Money-Saving Tips 7- Food and Beverage Recognize How Food and Beverage Activities Complement the Program and Make an Appropriate Selection Define Key Money-Saving Tips in Food and Beverage 8- Communicating with Vendors Identify the Key Players within a Hotel and within the Hospitality Industry 9- Registration Recognize Why Registration Is Needed, and How It Can Make or Break the Entire Event Understand Key Elements of a Successful Registration 10- Computers in Meeting Planning Navigate the Internet Sites and Portals That Are Designed for the Meetings Industry Understand Critical Terminology Referring to Bandwidth Redefine the Capabilities of the Basic Work Software You Already Have (Word Processing, Spreadsheets, Databases) in Assisting You to Accomplish Meeting Planning Tasks 39 Page
  • 41. Making Conversations Work Effective Business Conversation Skills Who Should Attend Managers, supervisors, team leaders and business professionals at all levels who wish to have more effective business conversations. Our Mutual Objectives Create Messages That Are Organized and Coherent Design Messages That Get to the Point by Mastering Conversational Discipline Steer and Control the Direction of Conversations to Manage and Effectively Use Time and Resources Perform Workplace Conversations (Teaching/Training, Setting Direction, Coaching, Reviewing Performance, Etc.) to Become More Productive Listen for Information and Create Conversational Bridges to Better Engage Others in the Creative Problem-Solving Discussions and Meetings Create Complete Messages That Cover Critical Information in Order to Influence and Build Trust Establish Rapport to Build Stronger Workplace Relationships and Open Communication Course Outlines 1- Focused Conversation Skills Creating a focused and results-oriented conversation goal Achieving clarity by organizing your ideas and remaining focused Redirecting conversations that have gone off-track, exiting those that are dragging What to include in your business conversations from the listeners’ perspective How to create complete messages that cover all critical information Calibrating language to avoid becoming too specific or too abstract Integrating confidence and competence into your conversational behavior 2- Engaging Others in Conversation Building rapport and establishing open communication Listening strategies to gain information and create conversational bridges Asking and responding to questions as a way to promote effective business conversations Communication insights to help you flex your personal style to others’ preferences The appropriate role of humor Choosing the right verbal and nonverbal language to create consistent, coherent and targeted messages Implications of gender and culture on the dynamics of conversations How to avoid creating or showing defensiveness in business conversations 40 Page
  • 42. 3- Workplace Conversations How to successfully approach various types of business conversations Tools and strategies to plan and demonstrate a specific conversation type4- Conversational Style Preferences and Flexing Strategies Assessing conversational style preferences, strengths and weaknesses and flexibility Learning to use humor (carefully) in business conversations Mastering verbal and nonverbal language skills 5- Action Plan How to Implement new business conversation skills Setting Your Plan to Implement New Business Conversation Skills Define an Ongoing Business Conversation Skill Development Plan 41 Page
  • 43. Creativity: Think or Sink Creativity & Innovation Who Should Attend Managers, team leaders, directors, project managers, supervisors and staff in all industries—and anyone who has influence over the creation, adoption and implementation of new products, services and processes Our Mutual Objectives Practice creative thinking methods to generate ideas and solutions Turn existing problems into opportunities for growth Discover new techniques for securing enthusiasm for new initiatives Encourage out-of-the-box thinking Apply creative thinking techniques to foster innovation and improve systems, products and processes Enhance morale, group performance and collaboration Course Outlines 1- The Messy Nature of Innovation Identify Practices That Help Promote Creativity and Innovation Describe the Trade-Offs Between Focusing on Results vs. Focusing on Good Process Explain the Connection Between Courage, Confidence and Creativity2- Nurturing New Ideas and Solutions Use Various Brainstorming Tools for Generating Ideas Describe the Conditions That Make for Effective Brainstorming Identify Which Idea Generation Tool Works Best for Different Situations 3- Recommended Practices Review Identify the Practices and Guidelines That Create an Innovative Work Environment Give the Creative Process the Patience Necessary to Get to Bold Ideas Identify the Moment When to Move the Process from Diverging to Converging 4- Real-World Practice Manage a Problem-Solving Process from Beginning to End Recognize the Iterative Nature of the Design Process Implement Problem-Solving/Idea-Generation Meetings 42 Page
  • 44. Use Bait with Business Etiquette Who Should Attend This course is designed for anyone who is looking to advance professionally in their field Our Mutual Objectives Build relationships, create a professional appearance. Develop positive relationships with coworkers. Practice cubicle and office etiquette. Use the appropriate behavior and etiquette when using the Internet. use Etiquette in daily communications. Use Etiquette In meetings. Handle ethical dilemmas and personal issues. Become a good conversationalist. Be courteous when communicating. Examine the appropriate etiquette for business meals and functions. Be a courteous traveler at home or abroad. Course Outlines 1- Office protocol Office etiquette Cubicle and office etiquette Office relationships 2- Professional conduct Appropriate use of the Internet Ethical dilemmas Personal issues in the workplace Monitor the progress3- Communicating in the workplace Introductions Conversations Etiquette in meetings 4- Etiquette in communication Telephone courtesy E-mail etiquette Writing guidelines 5- Business functions Attending business functions Business dining 6- Traveling for business The courteous traveler 43 International travel Page
  • 45. Supervisory Level101 Supervisory Management: The first Mile in The MilestoneManagement Skills for New SupervisorsSupervisory Level Who Should AttendNew supervisors with less than five years of supervisory experience and process andproduction supervisors who want the benefit of basic management skills training Our Mutual Objectives Understand How to Succeed in a Rapidly Changing Environment Learn How to Plan, Organize, Communicate and Monitor Apply the Most Appropriate Supervisory Style to Individuals and Situations Understand Your Legal Responsibilities Solve Problems Effectively by Using Active Listening Skills to Ask the Right Questions Learn How to Give Constructive Criticism Understand How to Apply Various Motivation Techniques Maximize Productivity by Leveraging a Diverse Workforce Learn Techniques to Help You Cope with Difficult Employees Use Delegation for Effective Employee Development, Time Management and Motivation Learn a Five-Step Coaching Model and Create an Action Plan Course Outlines 1- Embracing Your New Role and Expectations What your boss, employees, peers and senior management expect from you in your supervisory role Four basic management functions: planning, organizing, communicating, monitoring2- Managing a Diverse Workforce Diversity issues and how they affect you, your work unit and your company 3- Filling Your Communication Skills Toolbox Advantages and disadvantages of one-way and two-way communication and when to use each Capitalize on the benefits of e-mail 4- Communication, Building and Boosting Team Performance Demonstrate paraphrasing to check for content understanding Experience the impact of nonverbal communication Send harmonious messages How to ask questions that get the answers you really need5- Coaching for High Quality Performance How to give and receive criticism constructively How to minimize defensiveness in yourself and others 44 Demonstrate a five-step coaching discussion model Page
  • 46. 6- Creating a Motivating Environment Establish the essentials of a motivating environment Demonstrate rules for reinforcing productive behavior7- Taking Delegation, Performance and Team Development to the Next Level of Excellence Use delegation as a motivational tool Develop a strategy for solving a current employee motivational problem8- Managing Performance AppraisalsUnderstand your company’s appraisal systemRecord-keeping and compliance issuesWrite a performance appraisal documentConduct an effective performance appraisal meeting 9- Managing Time Effectively Key principles of effective time management Share time management best practices Five stages of managing meetings10- Planning for Continuing Growth Select and prioritize your own next steps Develop an action plan for continuing professional development 45 Page
  • 47. 102 Supervisory Management : The Extra-Miles in The MilestoneManagement Skills for Supervisors Who Should AttendManagers and supervisors with three to five years of experience, process and productionsupervisors and graduates of Management Skills for New Managers, Management Skills forNew Supervisors and Making the Transition from Staff Member to Supervisor. Our Mutual Objectives Master practical, proven techniques for dealing with uncomfortable, challenging situations Become skilled at trying to avoid potentially litigious situations Write a difficult-to-create performance evaluation Enhance your team-coaching skills Overcome communication barriers to productivity Understand how to supervise while coping with survivor shock Course Outlines1- Coaching Uncooperative EmployeesDefine "Diversity" and How It Relates to Coaching DifficultiesList Specific Behaviors You Expect from Your EmployeesReaffirm the Importance of Coaching TodayExplain the Value of Eleven Critical Coaching SkillsUse the Contribution Connection to Plan a Coaching Approach for Your Own Most Challenging Employee 2- Resolving Conflict to Increase Cohesiveness Discuss Constructive and Destructive Conflict and How to Capture Conflict’s Benefits Describe Four Resolution Positions and Your Own Style Preferences List Techniques for Using Conflict to Increase Cohesion Demonstrate the Contribution Connection Approach to Resolving Conflict Explain Four Stages of Mediation Mediate Disputes between Others3- Delegating to Reluctant StaffersDiscuss the Difference between Delegating to an Individual and to a TeamList Ways to Make Delegation "Attractive" in Tough TimesExplain Six Authority Levels and Explain the Importance of Delegating Them SpecificallyDevelop an Authority Level Matrix for Two Staffers Demonstrate the Contribution Connection as a Delegation Monitoring Tool and Delegation 46 Meeting Guide Page
  • 48. 4- Motivating "Survivors"Discuss Key Issues for "Survivors"Face the Feelings behind Complaints, AccusationsList Strategies for Helping People ThroughUse the Contribution Connection to Plan Alliances to Overcome Organizational and Interpersonal Obstacles to Performance5- Managing Performance: The Written PartAdapt the Contribution Connection Framework to Draft Hard-to-Write DocumentsUse Grammar and the "Power of Three" to Confront Tough Writing TasksWrite and Edit Corrective Action Memos That Encourage Behavior ChangeWrite Helpful, Legally-Sound Performance Appraisal DocumentsDevelop and Use a Customized Editing Checklist 47 Page
  • 49. Manage People Successfully Who Should AttendManagers and individuals with management responsibilities whose success depends onmanaging people successfully through clear communication, a cooperative attitude andcommitment to shared goals Our Mutual Objectives Appreciate How the Role of Manager Has Changed in Modern Times Understand the Role of Values in Managing People Adjust Management and Personal Style to the Needs of Different Situations Adopt the Approach Needed to Motivate Different People in Different Situations Use Effective Feedback to Deal with Difficult People Delegate Tasks in Ways That Develop Your People More Effectively Resolve Conflict Understand How Your Organization’s and Workgroup’s Culture Shapes the Behavior of the People with Whom You Work Practice the Principles of Emotional Intelligence to Achieve Greater Effectiveness Appreciate How Good Ethics Is Good Business Course Outlines1- The Experience of Being a Manager How to get people to want to do what they’re supposed to do Specific challenges you face when motivating others2- Values Values and their impact on work life How values can have productive and nonproductive results Identify value conflicts in yourself and in others 3- Personal Styles Determine your own personal style profile Gain insight into the strengths and limitations of your profile Use behavioral clues to determine others’ personal styles How to work more effectively with other personal profiles4- Motivation Employee motivation factors and their impact on behaviors and work settings How to tailor your motivational efforts to individual employees and different situations5- Listening, Body Language, Giving Feedback and Dealing with Difficult People Use active listening to gain information and understand employees’ perspectives Effectively apply positive and corrective feedback 48 Use appropriate values alignment when dealing with difficult employees Page
  • 50. 6- Conflict The dimensions of conflict resolution Identify your own preferred conflict-resolution styles for better conflict management Use different conflict resolution styles in different situations 7- Delegation Different delegation styles: how and when to use them Determine the appropriate delegation style for employees and situations 8- Understanding Organizational Culture and Subculture The impact of organizational culture and subculture and “cultural blinders” Explore the assumptions that impact your team’s thinking and actions Identify and build on the strengths of your team’s culture 9- Emotional Intelligence The components of emotional intelligence Gain an honest and accurate assessment of yourself Develop an improvement strategy10- Ethical Leadership Identify your group’s values Your vision for ethical leadership11- Action Planning Develop a specific plan for applying what you’ve learned back on the job Identify people who can support your action plans 49 Page
  • 51. Coaching & counseling Path FinderCoaching and Counseling for high Job Performance Who Should AttendManagers, supervisors, project or team leaders, human resources professionals andcounselors responsible for performance management Our Mutual Objectives Identify the Components of Performance Enhancement Define the Four Coaching Approaches or Styles Identify the Paradigm Needed by an Effective Coach Apply Development-based Coaching Techniques Learn to Create a Coaching Partnership between Supervisor and Employee Learn the Organizational, Group and Developmental Environments Faced by Coaches Learn One’s Interpersonal Style and Use It Effectively in Coaching Situations Develop and Apply the Fundamental Skills of Coaching through Case Study, Role Play, and Discussion Close the Gaps between Current and Desired Performance Apply Counseling Skills to Coaching Situations Understand and Apply the Critical Steps of Coaching Utilize, throughout the Program, the Coach’s Tools That Apply to Real Work-Coaching Situations Create an Action Plan Using the Coach’s Planning Guide Course Outlines 1- Coaching Styles Distinguish between Current and Required Managerial Attributes Identify the Components for Performance Enhancement Define the Four Coaching Styles (Approaches) Define Your Preferred Coaching Style Understand the Dynamics of the Coaching Issues Circle 2- Coaching Model Identify the Coaching Model for Development-based Coaching by Applying the: —Coach’s Paradigm —Coaching Framework Apply Development-based Coaching Techniques Create a Coaching "Partnership" between Supervisor and Employee 50 Page
  • 52. 3- Coaching Context Understand and Effectively Utilize the Four Critical Environments for Coaching to Be Effective: — Organization’s Cultural Environment — Group’s Learning Environment — Employee Development Environment — Interpersonal Communication Environment Assess One’s Coaching Communication Environment through the Personal Style Indicator (PSI) Expand Interpersonal Communications into Coaching Patterns That Impact the Employee Response to the Coaching Apply the Results of the PSI to Actual Work Situations4- Coaching Skills Develop a Better Understanding of the Four Fundamental Coaching Skills Of: —Observation —Questioning —Listening —Giving Feedback Fully Use and Apply These Skills So That, as a Coach, You Will: —Observe and Not Judge —Listen to the Words and the Real Message —Ask Questions That Elicit Information and Maintain a Dialogue —Provide Feedback That Structures Future Behaviors5- Coaching Performance Improvement Understand and Distinguish between the Different Coaching Situations: —Career —Performance —Development Understand That, to the Employee, Coaching Is a Form of Intervention Motivate the Employee Toward the Desired Performance Levels Effectively Use an Appraisal Form to Provide Feedback on Future Performance Behaviors 6- Developmental Counseling Define the Counseling Process Identify the Six Skills for Effective Counseling Specify the Guidelines When Counseling Use Precise Communication Skills to Foster the Counseling Process Conduct a Counseling Session in a Coaching Situation 7- Coaching Process Link the Learning on Coaching in This Program into Three Practical Steps, and Apply These Steps Provide Effective Feedback and Coaching for Typical Work Situations Use Conflict Skills in Difficult Coaching Applications 51 Incorporate the Planning Guides to Address Real Work Situations Page
  • 53. 8- Coaching Application Connect the Learning from the Coach’s Tools into One, Real-World Application Use a One-Page Coach’s Planning Guide for Every Coaching Situation Use Feedback from the Role Play on the Real-World Coaching Situation to Make Adjustments When Coaching on the Job 9- Action Plan Develop Your Personal Action Plan to Be a More Effective Coach Understand the Impact That You As a Coach Can Have on Job Performance Avoid Some of the Common Coaching Mistakes 52 Page
  • 54. Always Maximizing Through Business PrioritizingSet Priorities and Make Decisions under Pressure Who Should AttendAnyone who needs time management training to deal with multiple projects and/or facesexpanding workloads, tight time lines and increased uncertainty Our Mutual Objectives Analyze the Sources and Impact of Workplace Chaos Apply Tools Designed to Help Determine Priorities Examine New Time Management Strategies and Techniques Apply Tools to Help Make Good Decisions Under Pressure Select Tools and Techniques to Apply Back on the Job Course Outlines 1- A Look at Workplace Chaos Identify the Sources of Workplace Chaos Estimate the Impact of Chaos on Individuals, Teams, and Organizations Begin to Develop an Action Plan to Help You Attain Your Top Business Goals By Using Tools to Manage Workplace Chaos2- Determining Priorities—The Starting PointIdentify Why Determining Priorities Is CriticalCompare a Proactive vs. Reactive Work ApproachAnalyze How You Spend Your TimeNegotiate to Help Manage Your Time and Requests 3- Maintaining Focus on Priorities Compare Older and Newer Time Management Strategies Review a Selective Daily Action Plan Describe Three Cures for Illusions About Competing Priorities Apply Tools That: – Educate Requesters on "Blind Risks" in Their Requests – Help Requesters Arrive at Your Door Better Prepared – Match Assigned Deadlines with Actual Estimates – Track Interruptions 4- Assertive Communication Define Assertive Communication Required to Manage Workplace Challenge and Pressure Employ Assertive Responses No Matter How Manipulated or Provoked You Feel Decline a Request Successfully, Whether from Your Manager, Your Peers or Your Customers 53 Identify Helpful Language Page
  • 55. 5- Decision Making Under PressureDetermine the Risks of Making Decisions Under PressureIdentify Good Decision Making ConsiderationsPractice a Fast Focus Analysis Make Your Decision. Weigh It Against Your "Quick Pick"Examine the Decision Guide Format Through a Demonstration CaseComplete the Decision Guide Using Your Own Case 54 Page
  • 56. Managerial & Leadership Level101 Managerial Skills: The First Mile in The MilestoneManagerial & Leadership LevelManagement for new Managers Who Should AttendManagers with one to three years of experience who are seeking additional managementtraining Our Mutual Objectives Clearly Articulate Your Role and Responsibilities as Manager Effectively Manage the Performance of Your Direct Reports Capitalize on Your Employees’ Natural Motivators for Success Determine the Best Ways to Communicate throughout Your Organization Learn and Apply the Principles of Situational Leadership Identify the Benefits and Procedures of Effective Delegation Uncover Your Strengths as a Coach Course Outlines 1- Manager Self-Assessment Identify what you do well in your new role and what you can do even better Determine the skills you have that still need improvement 2- Defining Your Role Your responsibilities and the expectations of your boss, peers and former colleagues Create an environment to achieve results with and through your team 3- Performance Management Differentiate between your responsibilities and those of your direct reports Learn what to keep in a personnel file 4- Effective Communication Determine the best communication strategies with your manager and your team Plan and conduct effective meetings 5- Motivational Strategies Causes of dissatisfaction in your group Uncover your employees’ motivators and capitalize on them 6- Situational Leadership —the Art of Influencing Others How to develop people, value differences and encourage honest communication Develop your leadership style to gain commitment from your employees 55 Match your leadership style to your employees developmental needs Page
  • 57. 7- Coaching for Performance Uncover your coaching strengths Techniques to improve performance effectiveness Role play coaching a staff member 8- Delegation for Development Benefits and pitfalls of delegating Learn the steps for delegation success Practice delegation assignments 56 Page
  • 58. 102 Managerial Skills: The Extra Miles in The MilestoneSharpening Your Managerial Skills Who Should AttendThis seminar provides management training for individuals with fewer than five years ofmanagement experience who want to gain foundational tools of “nuts and bolts”management or improve their basic management skills. Our Mutual Objectives Understand the real work of the manager—integrating people and activities Become a more effective and efficient manager by utilizing effective time management techniques Track work activities, implement project processes and successfully manage projects across your organization Build and maintain the right employee talent base Improve budgeting competence and manage operational costs Identify and solve problems through proactive leadership Course Outline 1- The Manager’s Reality Gain a Better Understanding of What Managers Really Do Distinguish between Management and Administration, and Focus Your Efforts on Management Activities Identify at Least Two Management Issues You Wish to Address Make an Action Plan for Learning 2- Managing Time Understand the Value of Your Time Set Priorities to Support Your Organizational Goals Choose Between Competing Priorities Handle Nonessential or Nonvalid Tasks Learn Nine Techniques for Handling Activities Gain More Control Over How You Use Time By Implementing Six Key Steps 3- Managing Projects Differentiate Between a Project and Ongoing Responsibilities Understand the Basic Terminology for Project Management Use a Four-Step Process to Better Manage Your Projects Select the Appropriate Project Management Tools to Support Your Efforts Appropriately Use Project Management Processes in Your Work 4- Introduction to the Budgeting Process Understand the Purpose of an Organizational Budget 57 Recognize Basic Business Financials Identify the Various Use Different Budgeting Processes Page
  • 59.  Distinguish Between Direct and Indirect Costs Develop Ways to Estimate (Project) Costs Analyze a Budget Use Your Budget to Forecast Future Opportunities Get Your Budget Approved 5- HR - It’s All About People Develop an Organizational Performance Management Plan Write a Job Description Hire the Right Person for the Job Through Effective Interviewing Define Your Expectations By Creating SMART Goals Provide Effective Feedback Regarding Performance and Developmental Opportunities 6- The Manager and the Team Distinguish a Work Group from a Work Team Identify the Key Competencies Needed By Effective Team Members Recognize and Develop the Competencies of Your Team Encourage Value-added Teaming to Foster Organizational Success 7- Preparing to Lead Identify the Attributes of Effective Leaders Recognize the Individual and Situational Variables Surrounding Leadership Use Appropriate Leader Attributes for Effective Leadership Understand Why People Would or Should Follow You Determine What It Takes to Take the Lead and Make a Plan for Improvement 8- The Manager’s Reality Plan Reflect on the Tools You’ve Learned Over the Past Three Days to Manage and Lead Your Team Consider the Lessons from Devon’s Experiences and Apply These Lessons in Your Workplace Describe Your Successes and Opportunities in Your Role Develop a Personal Action Plan 58 Page
  • 60. Lead Like A Pro.How to be an Executive Leader Who Should AttendThis course is designed to provide executive leadership training for midlevel managers orexecutives who lead others with managerial responsibility. It will benefit executives whorequire strong decision-making skills and the ability to lead and motivate others. Our Mutual Objectives Understand Four Critical Competencies of Executive Leadership Distinguish the Differences between Leadership and Management Understand the Importance of Vision to Strategic Thinking Prioritize Based on First Things First Principles Understand and Apply Situational Leadership Coach Employees Toward Improved Performance Identify Ways to Use Business Ethics to Build Trust Assess Personal Values and Be Able to Integrate Them into the Business Setting Describe Three Keys to Motivating the Workforce Improve Communication through Active Listening and Future-Focused Conversations Define Emotional Intelligence and Explain How It Benefits an Organization Understand Your Emotional Intelligence Strengths and Developmental Needs Draw on a Personal Development Plan for Further Development as a Leader Course Outlines1- Understanding Today’s Executive Leadership ExpectationsExamining your executive leadership challengesExploring the fundamental concepts of executive leadershipThe four-factor model of effective executive leadershipDifferentiating between leadership and managementIdentifying the executive leadership requirements for the 21st century2- Leadership with the Head: Exploring the Strategic Elements of Executive LeadershipDefining mission, vision and valuesFocusing on the “big picture” when building the cultureThe importance of planning and prioritizing in day-to-day activitiesTaking the time to focus on envisioning the futureHow a personal vision statement helps you achieve your organizational vision3- Leadership with the Hands: Examining Situational Leadership Effectively influencing the performance of others Applying Situational Leadership® in coaching situations: delegating to high-performing employees…properly addressing performance issues Giving positive and constructive feedback: “you” vs. “I” messages 59 Page
  • 61.  Coaching role-plays and other techniques that help you lead the team with effective executive leadership, boost creativity and improve communication, solve problems and make decisions4- Leadership with the Feet: Personal Values and Ethics at Work Understanding the challenges you face—and the various ways you can manage them Creating a culture of trusting relationships How individualized “passionate purpose” provides a context for consistency and credibility 5- Leadership with the Heart: Practicing Ways to Communicate Executive leadership techniques for enhancing pride in the work and the organization Motivating the workforce: three elements that ensure increased job satisfaction and productivity Examining the role of “emotional intelligence” in successful executive leadership Assessing your “emotional intelligence”: your strengths and areas that need development 6- Creating an Executive Leadership Development Plan Developing a plan based on your goals and your organizations strategy 60 Page
  • 62. What it takes to LEAD?!! Who Should AttendAny manager who needs leadership training to step into a leadership role or who is about totake on a new leadership assignment Our Mutual Objectives Understand What a Leader Is...and Is Not Project a More Dynamic Image Discover Your Own Unique Leadership Style Determine Which Leadership Attributes You Already Possess Take on Your First Leadership Position with Greater Confidence Get Noticed by Learning How to Look and Talk Like a Leader Find Out What People Expect and Respect in a Leader Reduce the Anxiety and Stress That Come with Being a Leader Avoid False Starts and Mishaps When You Start Being a Leader Refine Your Leadership Skills in Gaining and Using Power and Influence Positively Learn How to Motivate a Team, Including "Difficult" People Protect Yourself against the Pitfalls of Intra-organizational Politics Course Outlines1- Is There a Leader in You? Discuss Which Qualities Senior Management Looks for in Candidates for Leadership Positions Explain What Followers Expect from Their Leaders Identify Your Major Strengths and Areas for Improvement as a Leader Build Your Leadership Development Plan Using The Leadership Model2- What Do Leaders Talk About?Assess Your Own Leadership StyleDevelop the Most Effective Leadership Style for Your PositionIdentify and Use Effective Communication PatternsIdentify the Types of Subjects Leaders DiscussCreate a Vision, Set Direction and Give Instructions That Are Understood and FollowedExplain the Benefits of Vision, Mission, and Values Statements That Are Thoroughly Implemented 3- What Is Your Leadership Image? Project the Positive Professional Image of a Leader Understand the Importance of Trust and Its Effects on Followers Build Relationships of Trust with Those You Lead4- How Can You Build Your Influence and Power? 61 Identify a Leader’s Sources of Power and Influence Page Describe Ways That Leaders Can Build Their Power and Influence
  • 63.  Expand Your Power Network by Developing Key Relationships Understand the Precautions on the Use of Your Power and Influence List the Traps to Avoid in Using Power5- How Should You Handle Organizational Politics?Differentiate between Good Politics and Bad PoliticsExplain Why Leaders Must Understand and Participate in Organizational PoliticsDescribe How Leaders Develop and Advance Their Leadership AgendaExplain Strategies for Getting Others to Support Your AgendaCope with and Survive the Agendas of Adversaries6- How Can You Motivate People?Explain the Things That Really Motivate PeopleList the Factors That Make People Act the Way They DoExplain How to Handle Former Peers Who Resist Your AuthorityDescribe How to Handle Difficult People 62 Page
  • 64. Teamwork – Build To LastManage People Effectively Who Should AttendExperienced managers with three to five years of management experience who areinterested in enhancing their managerial effectiveness. Our Mutual Objectives Ensure Long-Term Business Results by Effectively Developing People Meet the Diverse Needs of All Your Team Members with Proven Communication Techniques Motivate Your People Anticipate and Resolve Conflict Situations Instill a Culture Based on Trust and Partnerships Increase Dialogue and Constructive Feedback Understand the Importance of Transformational Coaching as a Tool for Partnering with Your Team Use Delegation to Increase Productivity and Individual Growth Course Outlines 1- The Learning Workplace Deal with significant changes Assess your approach to challenges from your staff Understand your behavioral profile and scoring matrix2- The Manager’s Style—How Others See You The four primary behavioral styles: relater, socializer, thinker, director How to recognize others’ behavioral styles to increase support and communication Style adaptability to increase your managerial effectiveness 3- Managing Teams Teams, team stages and work group How to develop, create and manage a successful team 4- The Transformational Coach—Partnership Coaching How to move from a boss to a coach The competencies and strengths of a transformational coach Identify your developmental strategies5- Style and Motivation 63 Key values in determining various ways to motivate people The relationship between values and individual expectations Page
  • 65.  Assess your company’s existing recognition, reward and benefit systems in relation to employee growth and performance How to select motivators based on individual needs6- Managing Conflict Assess your preference and approach for dealing with conflicts Identify the critical modes for reaching successful resolution Shift your style to manage conflicts 7- Delegation for Growth Barriers and techniques to overcome resistance and minimize risks Reexamine the effectiveness of your current delegating techniques Delegation styles and approaches 8- Managing Performance and Growth Apply all concepts learned through simulation actions How to promote continuous learning among your staff 64 Page
  • 66. A Step AheadStrategic Planning Who Should AttendExecutives, division leaders and other senior managers involved in the formation andimplementation of strategic planning. Our Mutual Objectives The Evolution of Strategy and Its Movement Through Different Schools of Thought Over the Years Basic Terminology and Differing Definitions A Classic Strategic Planning Process Application of Concepts, Frameworks and Analytical Tools That You May find Helpful When You Return to Your Workplace Course Outlines 1- Strategic Planning Principle Determining a frame of reference for strategic planning concepts Schools of thought in strategic planning The evolution of strategy 2- An Overview of the Strategic Planning Process Basic elements of strategic planning Developing and managing the strategy formation process 3- Understanding Your Organization’s Mission Your organization’s core values Creating a mission statement for your own organization 4- Assessing the External Environment Identifying macro and micro factors Responding to changes in the environment The I/P (Importance/Performance) matrix as a competitive tool 5- Understanding Your Internal Environment How to become a high-performing organization Financial elements of developing strategy 6- Formulating Your Strategic Planning Data synthesis SWOT analysis 65 Page
  • 67. 7- Competitive Strategic Planning Defining your competitive advantage The product/industry/life cycle curve Understanding mega patterns 8- Ensuring Strategic Alignment Creating organizational accountability How to translate the grand design into well-executed strategic planning 9- Strategic Planning Execution Key building blocks Learning the three core processes Understanding resource allocation and strategy formation 10- A Strategic Planning Process Determining the best processes for your business 66 Page
  • 68. Take No Risk: Making The Right DecisionEffective Decision Making Who Should AttendManagers whose decisions have long-term effects, significantly impacting financials, people,processes and reputation of department or company Our Mutual Objectives  Clarify your objectives, put an end to uncertainty and unnecessarily risky decisions  Learn a structured process for making high-impact decisions with optimum timing and effectiveness  Think and act decisively in a contradictory, ever-changing environment  Articulate and draw conclusion and commit to your decisions Course Outlines 1- Framing Your High Impact Decision Understand how a decision opportunity/problem is presented to you the underlying assumptions, attitudes, opinions, historical context, experience and expectations Sifting through and identifying the right frame or context to use Value-focused thinking, what should drive all of your decisions 2- Identifying Your Objectives Recognize the real opportunity or problem by identifying your possible outcomes Clarify your objective for making the decisions Become proactive and seek decision opportunities3- Identifying and Creating Alternatives Right information can equal right risk/reward Learning when single financial objectives (e.g., NPV, ROI) are inadequate Understanding your (and your organization’s) risk attitude and gathering the data/information and assessing the risk of return Articulating when some analysis is worthwhile and when too much analysis can lead to decision paralysis 4- Assessing the Impacts Recognizing the impacts of your decision Learning effective approaches for smart, timely, and effective decision making Recognizing and utilizing the basic elements for making powerful decisions Exploring options and alternatives 67 Knowing when it’s time to decide—move on, move out, move up Page
  • 69. 5- Evaluate, Compare and Select amongst Alternatives Use the model to select the best alternative Consider multiple objectives6- Dealing with the Unknowns—Risk Versus Reward Understanding your own risk tolerance Assessing and working within the risk tolerance of your organization/company Recognizing the impact of linked decisions and assessing the impact on others 7- Selling Your Decision Creating clear, understandable communication about your decision Handling joint decisions involving other parties Formulating a communications strategy to explain the decision and its impact to create buy in8- Making Your Decision Plans Applying the techniques learned to your specific high-impact business decision 68 Page
  • 70. Organizational Change Re-InventingPlan & Manage Organizational Change Who Should AttendManagers who lead and implement various types of changes in management plans, as wellas those who want to broaden their current change management skills Our Mutual Objectives Define Change Management and Differentiate Five Types of Organizational Change Recognize and Deal with Strategic Pressure Points in a Proactive Way Build Executive Sponsorship and Understand the Role of Top Management in Determining the Success of Change Management Assess and Identify Major Issues Involved in Organizational Readiness Implement Practical Strategies for Dealing with Intellectual and Emotional Challenges Create a Macro Change-Management Strategy and Execute a Six-Step Change-Management Plan Identify the Greatest Contributors to the Success of a Change-Management Program Demonstrate Greater Mastery of Key Change-Management Skills Identify the Most Effective Methods of Communication and Create Communication Plans Ensure Human Resource Systems Support Rather Than Undermine Change Help the Organization Recover, Rebound, and Learn from Change Course Outline1- Introduction Define Change Management and Differentiate between Five Types of Organizational Change Diagnose the Type of Change Your Organization Has Experienced Describe the Role of the Change Leader Describe How Line Managers and Human Resources Partner in Sharing the Change Management Role 2- Understanding the Need for Change Recognize and Deal with Strategic Pressure Points in a Proactive Way Diagnose the Impact of Change on the Entire Organization Assess and Identify Major Issues Involved in Organizational Readiness Implement Techniques That Will Help Manage the Speed and Scope of Change3- Dealing with Resistance to ChangeConduct a Stakeholder Analysis and Diagnose the Level of Support for ChangeIdentify Proactive Ways to Build Stakeholder Support for Change and Minimize ResistanceUnderstand the Intellectual and Emotional Responses to ChangeImplement Communication Strategies That Help You Build Support for Change 69Identify the Most Common Types of Resistance and Implement Techniques to Overcome Them Page
  • 71. 4- Leading Change Initiatives Describe the Attitudes and Behaviors That Underlie Critical Change Management Skills Demonstrate Greater Mastery of Change Management Skills5- Creating a Change Management Plan Create a Strategy and Execute a Six-Step Change Management Process Overcome the Pitfalls of Programmatic Change Understand How Human Resource Systems and Practices Need to Support the Change Plan 6- Learning from Change Describe What It Means to Be a Learning Organization and How This Relates to Change Management Use Various Techniques to Gather Feedback about Change Initiatives Diagnose Breakdowns in the Change Process and Use Lessons Learned to Prevent Future Breakdowns Help the Organization Recover, Rebound, and Learn from Change 70 Page
  • 72. Human Resources Management SkillsHRM Corner StoneBasics Of Human Resources ManagementHuman Resources Management Skills Who Should AttendHR novices with less than three years of experience or long-time professionals looking for anHR management refresher Our Mutual Objectives Recognize How the HR Function Contributes to Organizational Success Identify Potential HR Issues and Their Legal Implications Explain the Role of HR in Corporate Strategy Development and Execution Discuss Strategies to Attract and Retain Talent Describe Components of Successful Performance Management Match Training Methodologies to Specific Business Issues Describe Compensation and Benefits Systems Needed to Achieve Specific Corporate Objectives Course Outlines 1- Overview of Human Resources Articulate Strategic and Functional Roles HR Performs for the Organization Describe the HR Disciplines Employed By Effective Organizations Identify Stakeholders and Capture Their Requirements 2- Recognizing HR’s Roles in Compliance Recognize Policies and Practices That Comply with Federal Laws Recognize When to Bring in Legal Experts to Help if You Don’t Know the Answer Identify Compliance "Red Flags" as They Occur3- Review Employment Lifecycle Explain the Key Elements and Phases of the Employment Lifecycle 4- Developing an HR Strategy and Workforce Plans Present the Case for Strategic Alignment Between HR and Business Objectives Articulate the Significance of Workforce Planning in Your Business Explain the Need and Value for Advancement/Succession Planning Throughout the Organization Formulate Strategies for Employee Retention 5- Acquiring Talent Describe HR’s Role in Talent Acquisition Determine the Appropriate Workforce Strategy(s) Required to Achieve Business Objectives Identify Interviewing and Selection Practices That Produce Effective Hiring Decisions 71 Construct Orientation and On-Boarding Programs That Accelerate Time to Performance Page
  • 73. 6- Managing Employee Performance Describe HR’s Role in Performance Management Explain the Different Types of Systems Used to Manage Performance Identify Performance Management Methodologies Needed to Achieve Business Objectives 7- Training and Developing the Workforce Describe HR’s Role in Training and Development Identify Employee Development Strategies Required to Achieve Business Objectives 8- Delivering Effective Compensation and Benefits Programs Describe HR’s Role in Compensation and Benefits Produce Relevant Total Reward Strategies Identify Compensation and Benefit Methodologies Needed to Achieve Business Objectives 9- Terminating Employees Describe HR’s Role in Termination Explain At-Will Employment Differentiate Between Voluntary and Involuntary Termination10- Action Planning Analyze a Relevant HR Issue and Present FindingsTransfer Learning from the Classroom to the Job Within 24-hours 72 Page
  • 74. Keep-N-House: Fighting TurnoverEmployee Retention – Strategies to fight Turnover Who Should AttendHR professionals, training and OD managers, operations leaders, sales leaders and othertalent management stakeholders interested in improving employee retention. Our Mutual Objectives Assess the Strengths and Weaknesses of Your Organization’s Current Retention Strategy Calculate the Costs of Losing Talented Employees Understand the Consequences of Employee Turnover Recognize the Benefits of Creating a Culture of Retention Communicate to Organizational Executives the Urgency and Importance of an Effective Retention Strategy Explore the Reasons Why Talented Employees Join, Stay, and Leave the Organization Examine a Retention Model That Differentiates Employee Turnover, Retention, and Engagement Discover the New Wisdom Applied to Developing a High Retention Organization Explore Retention Issues in the Three Key Areas of Job, Leader, and Organization Create "Employee Engagement" in Ways That Build Loyalty Course Outlines 1- The Urgent Need for Retention Recognize the Trends That Indicate a Looming "Retention Crisis" Calculate the Cost of Employee Turnover in Your Organization Distinguish the Key Differences Between the Reasons People Join Organizations and the Reasons People Leave Develop a Plan for Communicating the Urgent Need for Retention to the Leaders of Your Organization Examine the Long-Term Benefits of Retaining Top Talent Discover the Risks and Opportunities That Contribute to the "Zone of Retention" 2- Moving from Turnover to Retention Set a Goal for Reducing Turnover and Enlist Your Organizational Leadership in Achieving That Goal Identify and Address the Organizational Issues That Contribute to Turnover in Your Organization Benchmark Best Practices for Addressing the Job Issues That Contribute to Turnover Examine How to Strengthen Your Existing Leadership Initiatives Toward Improved Retention Recognize the Competencies Leaders Must Demonstrate to Retain Talent. 73 Page
  • 75. 3- Retention and Engagement Identify the Barriers That Prevent an Organization from Achieving High Retention and Engagement Consider Goals for Increasing Engagement in the Organization and Enlist Your Leadership in Achieving That Goal Examine the Ten Leadership Competencies That Contribute to Retention and Engagement Determine How to Incorporate Leadership Retention-Engagement Competencies as Part of a Leadership Initiative Educate and Involve Team Members in Organizational Retention Strategies Practice Engaging in a Peer-to-Peer Retention Conversation 4- Application Review the Retention Roadmap Integrate the Communication Plan Messages You Have Been Developing Develop a Retention-Engagement Plan and Communicate It in a Way That Motivates Your Organizational Leadership to Support It 74 Page
  • 76. Eagle Eye: Hiring Best Of The BestRecruiting and Selecting Employees Who Should AttendProfessionals with two years or less of experience in hiring, including HR assistants,employment managers, HR specialists and non-practitioners involved in the hiring process. Our Mutual Objectives Attract Talent through Innovative Recruitment Sources Learn How to Effectively Use Telephone Screening and Other Methods to Filter Out the Wrong Applicants Practice Interviewing Techniques to Refine and Develop Your Skills as an Interviewer— Including How to Open and Close the Meeting Understand How to Ask the Right Questions to Find Out the Information You Need to Know Avoid Interview "Traps” and Affirmative Action Considerations Course Outline 1- Recruitment Challenges Workplace diversity and affirmative action The increasing number of contingent workers Alternative work arrangements 2- Recruitment Sources The five primary pre-recruitment considerations Discover benefits and drawbacks for different recruiting sources Strategies to attract special interest groups: new graduates, star performers, homegrown talent, retirees, seasonal employees, part-timers 3- Electronic Recruiting Strengths and weaknesses of Internet recruiting Reviewing cyberspace resumes Website considerations Online recruiting guidelines Global Internet recruitment 4- Interview Preparation Reviewing job specifications Preparing job descriptions Reviewing applications and resumes Screening applicants by phone Preparing the proper interviewing environment Planning basic questions 75 Page
  • 77. 5- Legal ConsiderationsWhat you can and can’t askUnderstanding federal legislationRecord-keeping requirementsWhat to do if you are charged with discriminationPre-employment questions6- Employment Interview Questioning Techniques The five effective questioning techniques Apply each technique at the proper stage of the interview7- Conducting the InterviewEstablishing the formatPracticing active listeningEncouraging applicants to talkProviding information at the proper timesWhen and how to close the interviewTeam interviewingInterviewing less-than-ideal applicants 8- Documenting the Interview What to include and what to avoid Effective and ineffective documentation 9- Making the Selection Everything you need to know about all varieties of testing Who uses testing and who doesn’t? Legal implications Reference checking—how to learn information when other companies won’t reveal anything Final selection considerations 76 Page
  • 78. Talent Management Who Should AttendHR generalists, HR managers (upper-level), independent HR consultants/contractors, HRsupervisors, HR business partners, managers of HR departments, as well as independentcontractors, line managers and department heads Our Mutual Objectives Identify best practices for a talent management system Translate business goals into competencies to drive company success Understand methods of selecting a performance management system Acquire tools for evaluating employee potential Learn ways to identify crucial employees Be able to find highly qualified “backups” for key positions Determine the basis for a solid talent management system Identify a talent management system that will enhance organizational effectiveness Course Outline 1- What is talent? Define Talent How to know the talent from a look 2- Talent matters! Why talent can make difference A talented person equals hundreds of employers What talent can do for you? 3- It takes talent to engage and retain talent How to have an eagle eye Talent gain talents 4- Is your organization talent friendly? How to create a culture encourages and maintains talented people What strategies can be used to turn into talent friendly organization 5- Who killed talent? The 10 mistakes in dealing with talents What can you do to keep talent shining? 6- Roaming around for talent Where can you find talents? In the field? Or out of it 77 Page
  • 79. 7- Net yourself some talent! Stop Worrying; get talent to solve your problems 8- The lions share of talent Gain the competitive advantage to your side Win your competitors with no compete 9- Talent arena! Fight for talent, it really worth it 10- Would the talented work in a place like this? Turn into a talent “nest” and “hatch” everyday Encourage talents before losing them 11- Is managing talent your specialist subject? How to turn an employer into a talent? Raise up your own talents 12- Developing talent every day Talented employers … is this the end? What it takes to keep the wheel turning 78 Page
  • 80. Awakening Z GiantTrain The Trainer Who Should AttendIf you’re new to training, a subject matter expert that needs to train others or a trainer whois looking for new, more effective approaches to learning, this is the ideal workshop for you. Our Mutual Objectives Understand How the Six Components of a Training Program Can Enhance Training Apply the Principles of Adult and Accelerated Learning to Training Design, Material Development and the Facilitation of Training Sessions Clarify Training Needs and Set Objectives to Meet Training Needs Choose Training Methods Appropriate to Training Needs and Consistent with Adult and Accelerated Learning Principles Effectively Respond to Frequent Problems and Worst-Case Scenarios Design and Conduct Training to Be Effective with Participants’ Learning Styles Present and Facilitate Training to Maximize Learning Refine Your Program Planning and Presentation Based on Customized Instructor and Participant Feedback Course Outlines1- Six Components of a Training Program The steps for preparing, setting and measuring the effectiveness of training Implement programs to meet training objectives2- Adult Learning and Accelerated LearningUnderstand styles, thinking, emotion and behaviorThe unique qualities of adult learning and how to foster accelerated learningLearn to orchestrate training using different types of experienceDesign and prepare a training outline 3- Potential Problems When Conducting the Program Learn to manage the common logistical and “set-up” problems Productively respond to “problem participants” in training sessions How to conduct training sessions that will avoid a number of potential legal issues4- Training Styles Identify different styles and their implications for training Your preferred training style and how it shapes your preferences in training How to adjust your training style to different training situations and content 5- Revisiting and Revising Your Training Plan Evaluate your planned training program for proper blend of training styles 79 Assess the potential problems and how to solve them Feedback from your team on your planned training program Page
  • 81.  Conducting Training How to deal with anxiety when presenting training Establish clarity in your training presentations Key elements when conducting training, including using empathy and visual aids 6- Conducting Your Training Program Receive feedback on the effectiveness of your training Develop skill coaching others on increasing their training skill Build skills and self-critique by use of video feedback 80 Page
  • 82. The Instructional Design List For Trainers BestHow successful trainers use Instructional Design Who Should AttendTrainers without formal training in instructional design as well as those who are new to thetraining function and have less than one year of experience in instructional design. Our Mutual Objectives Pinpoint Training Needs with a Deft Assessment of the Training Audience Define Individual Training Goals through a Breakdown of Job Responsibilities Design All of the Training Components Necessary to See the Job Through Learn How to Work around Time, Money and Staffing Constraints Course Outlines 1- Components of Successful Training Define Successful Training from the Viewpoint of Learner, Course Designer, Course Instructor, and Management Identify the Adult Learning Principles Used and Suggest Ways to Improve the Training According to the Guidelines of Adult Learning When Given Reactions to Training Situations and Lesson Content, Correctly Identify What Stage of the Training Design and Development Process Is Involved2- Define Your Training Given Your Work Situation, Give Examples of Where Needs Analysis Has Been Done or Needs to Be Conducted Based on Definition and Types of Analysis Given a Performance Situation from Your Current Job and the Information Provided, Identify a Performance Problem and Analyze Possible Causes According to the Criteria on the Problem Analysis Profile Sheet Identify Your Training Audience and Complete an Audience Analysis Profile Sheet Complete a Job and Task Analysis for Your Designated Training Audience According to the Guidelines3- Design Your Training Given Several Learning Objectives and Lesson Content, Identify the Three Parts of the Objective without Error Given Several Performance Statements and Lesson Guidelines for Writing Performance Statements, Identify Which Statements Adhere to the Guidelines and Rewrite Those That Do Not Adhere to the Guidelines Given Several Learning Objectives and Corresponding Test Items, Determine Whether the Test Item Accurately Measures the Objective and Rewrite the Test Item If Necessary Given an Ongoing Case Study and Lesson Content, Prepare Instructor/Learner Activities That Fit the Lesson Structure Discuss and Describe the Structure of the Modules, Based on the Guidelines for Course and 81 Module Structure Page Examples of a Design Report
  • 83. 4- Develop Your Training Develop a Lesson and Match Lesson Content with the Appropriate Phase Develop and Identify the Benefits of Instructor Guides as Part of the Training Design and Development Process Given Your Own Training Environment and Lesson Content, Identify and Discuss Different Ways That Training Materials Have Been Validated within Your Current Training Environment 5- Decide If Training Works Develop a Pre-training Implementation Checklist Select Which Evaluation Materials or Techniques Are Appropriate Based on Audience, Purpose, and Guidelines 82 Page
  • 84. Finance & Accounting101 Cost Accounting: The First Mile In The MilestoneCost Accounting BasicsFinance & Accounting Who Should AttendAccountants, accounting managers, cost accountants, cost analysts, budget analysts, systemsanalysts, auditors and financial planners. Our Mutual Objectives A Better Comprehension of What Cost Accounting Is and How It Related to Financial Statements and Internal Reports An Understanding of Various Methods Used to Collect Costs and Assign Both Direct Costs and Overhead to Various Products and Services The Means and Understandings to Analyze Variances from Standard Costs and Determine the Cause of Those Variances Tools for Analyzing the Impact of Changes in Costs, Volumes and/or Profits Through Break- Even and Contribution Margin Analysis An Understanding of What Costs Are Relevant in Decision-Making An Introduction to (or Refresher in) ROI Analysis, Both for Specific Projects and General Business Situations The Ability to Go Back to Jobs and Apply Techniques Learned to Better Use Systems Already in Place, or to Help Implement New Systems; and/or the Ability to Return to Jobs and Ask Appropriate Questions About the System Currently Being Used Course Outlines1- Introduction to Cost or Managerial Accounting Understand the Place of Cost or Managerial Accounting in Relationship to Financial Accounting Understand the Planning and Control Process and Its Relationship to Cost Accounting Recognize and Understand Specific Cost-related Terminology 2- Budgeting Relate Budgets to the Planning and Control Process Recognize the Use of Budgets as a Tool within Both Traditional and ABC Cost Systems Recognize Techniques to Enhance Budgeting Accuracy and Make Budgets More Relevant3- Product Costing Systems and Accounting for OverheadUnderstand the Application and Uses of Job Order CostingUnderstand the Application and Use of Process and Operational CostingUnderstand Reasons Behind Overhead or Burden RatesIdentify Several Different Methods of Associating or Applying Overhead to Various Products and Services, and the Implications of Using Each Method4- Activity-Based Costing for Management Control 83 Understand Reasons for Using Activity-Based Costing as Opposed to Traditional Methods Page Understand the Basic Process of Identifying Activities
  • 85.  Understand the Basis for Costing Activities Understand How Products or Services are Costed Using ABC 5- Standard Costing and Variance Analysis Understand Why Standards Are Used Understand Different Approaches to Setting Standards, and the Implication of Each Approach Understand What Is Included in Each Standard Understand When Standards Should Be Changed Understand What Happens When Standards Are Changed Understand the Process of Variance Analysis for Material, Labor, and Overhead Variances 6- Absorption Versus Direct Costing Understand Implications for Unit Product or Service Costs of Fixed and Variable Cost Behaviors Understand Difference between Absorption and Direct Costing Methods Understand the Organizational Levels at Which Direct Costing May be Appropriate, and the Uses of Direct Costing Information Recognize the Process and Requirements for Establishing a Direct Costing System 7- Cost-Volume-Profit Analysis Understand the Concept of Break-even Analysis in Units and in Dollars, and the Appropriate Use of Each Understand the Implications of Operating Leverage Understand Margin of Safety and Its Impact on Decisions to Add Fixed Costs or to Change Cost Structures Understand the Use of Contribution Margin in "What-if" Analysis 8- Relevant Costing and the Contribution Approach to Decision Making Determine What Costs Are Considered Relevant in a Decision-making Process Apply Relevant Costing to Evaluate Different Scenarios in Making Decisions Understand Relevant Costs When Considering Accepting Business at a Special Price Understand Relevant Costs When Considering Dropping a Product Line or Closing a Facility Understand Relevant Costs When There Are Limiting Factors of Production 9- Return on Investment Analysis Understand, Calculate and Understand the Appropriate Use of ROI Analysis for Specific Projects – Payback – WACC and Hurdle Rates – NPV – IRR Understand, Calculate, and Appropriately Use ROI Analysis Related to Ongoing Businesses – ROI – ROIC – ROA – RONA-ROCE – DuPont Formula – Residual Income (EVA) Understand Internal Cash Management Ratios – Cash Conversion Cycle – Burn Rate – Turn and Earn 84 Page
  • 86. 102 Cost Accounting: The Extra Miles In The MilestoneAdvanced Cost Accounting Who Should AttendCFOs, controllers, directors or managers of finance and other cost professionals with at leasttwo years of experience, including accounting managers, budget analysts, systems analysts,plant managers, auditors and financial planners—as well as past attendees of Fundamentalsof Cost Accounting. Our Mutual Objectives Learn How to Perform an ABC-Based Product and Customer Profitability Analysis Effectively Allocate Factory and Corporate Overhead—and Prevent Over- or Under-Costing of Products Perform Capacity Analysis to Ensure Effective Development of Plant-Wide Standards Evaluate Variances to Identify the True Cause of Less Than Optimal Performance Course Outlines1- The International Business Environment Discuss the Strategic, Tactical, and Operational Aspects of Today’s Global Business Entity Use the Organizational Planning Framework to Develop Unique Business Models See How the Changing Role of Cost Accounting in the Global Business Entity Applies to Your Organization Understand How Cost Information Is Critical as a Decision Support Tool Use the Product/Decision Cycle to Evaluate the Effectiveness of Your Current Cost Reporting System 2- Evaluating Your Company’s Costing Techniques Discuss the Responsibility Accounting Process Understand the "Profit-Enhancement" Perspective: Looking Beyond Cost Savings Identify the Challenges Facing a Multi-Product Company Determine the Challenges Facing the Multinational Company View Cost Accounting as a Value-Added Resource Understand the Needs of the Internal Customer Determine the Informational Needs of the Internal Customer 3- Activity-Based Costing as an Effective Cost Accounting Tool Discuss the Theory of Activity-Based Costing (ABC) Use ABC as a Forecasting Tool Define the "Process" as Used in ABC Identify the Products of a Specific Process Project Cost as a Product Rather Than an Entity 85 Define the Elements of Cost Including Activity, Resource, and Consumption Rates Identify the Key Processes in the Conversion Cycle Page Identify the Key Activities in Each Process
  • 87.  Identify the Resources Consumed as Each Activity Is Performed Determine the Cost of Each Activity Project the Cost of the Activity, Process, and Product Define the Differences between ABC and GAAP Integrate ABC Concepts into Traditional Cost Accounting Systems Use ABC to Develop Cost Standards4- Developing Standards as a Tool for Valuation and Strategic Decision SupportDiscuss the Nature and Purpose of StandardsUse Standards as a Process Management as Well as Financial Management ToolDefine Standards in a Manufacturing EnvironmentDefine Standards in a Service EnvironmentDevelop Standards for Tactical Planning: The BudgetDevelop Standards for Strategic Planning: The Business PlanDesign Standards Development to Support Product Continuation DecisionsEstablish Standards Development to Support New Product Introduction DecisionsDevelop Standards Using ABC Concepts 5- Variance Analysis as a Process Improvement Tool: Analyzing the True Causes of Product Cost Variances Perform Variance Analysis Calculate Material Price and Usage Variances Calculate Material Mix and the Material Yield Variances Calculate Labor Rate and Efficiency Variances Calculate Labor Mix and Labor Yield Variances Calculate Overhead Rate and Efficiency Variances Calculate Sales Volume, Mix, and Price Variances Calculate the Price Recovery Variance Calculate the Productivity Variance Calculate Market Share and Size Variance Use Variance Analysis as an operational Analysis Tool6- Effective Determination of Joint- and By-Product CostsDefine Joint ProductsDefine By-ProductsDetermine the Split-Off PointIdentify Separable CostsDetermine the Cost Impact of Joint ProductsCalculate the Proper Allocation of Joint Product CostsDiscuss the Cost Impact of By-ProductsAnalyze the Cost Impact of Scrap and WasteDetermine the Costhe Impact of Rework7- Assigning Service Department Costs to Determine Total Product Cost 86 Define What Comprises Service Department Costs Page Identify the Purpose for Allocation of Service Department Costs
  • 88.  Define the Strategic and Tactical Decisions Supported by Allocation of Service Department Costs Develop Allocation Alternatives for Distribution of Service Department Costs Using 8- Developing the Target Cost Model Define Target Costing Identify the Strategic and Tactical Applications of Target Costing Define the Components of the Target Costing Model Define Scarce Resources Perform a Scarce Resource Analysis Discuss the Application of Scarce Resource Analysis as an Integral Part of the Target Costing Model Develop Standards Using Target Costing and Scarce Resource Analysis Analyze Standards Using Target Costing and Scarce Resource Analysis 9- Transfer Pricing and Product Cost Determination Define Transfer Pricing Identify the Tax Implications for Off-Shore Manufacturing Discuss the Product Pricing Implications for Inter-Divisional Transfers of Sub-Components Apply the Impact Of: Communicate the Informational Requirements of the Cost Information System 10- Cash Flow and Cost Accounting Define Cash as the Fuel That Drives the Organization Discuss the Difference between Cost and Cash Determine the Impact of Cash Decisions on the Total Cost of the Production and Overhead Operations 11- Capacity Analysis: Understanding the True Cost of Incremental Manufacturing Define Capacity Analysis Calculate the Impact of the Weighted Average Cost of Capital (WACC) Develop the Capacity Analysis Model Apply the Capacity Analysis Model Use the Customer Profitability Model Concept to Support Other Decision Types 87 Page
  • 89. 101 Controllers: The First Mile In The MilestoneThe Controller’s Role Nowadays Who Should AttendNewly appointed corporate controllers, division and plant controllers, assistant controllersand their staffs. Our Mutual Objectives Master Technical, Accounting, Automation, and Management Skills Plan, Organize, and Work More Efficiently and Effectively Anticipate Trends before They Become a Reality Find Out How to Make a Far Greater Contribution to Your Organization’s Financial Policy Course Outlines1- Overview of the Controller’s JobSee How a Controller Fits in BusinessUnderstand Controllership Functions and Organization RelationshipsKnow the Elements Necessary for Success as a ControllerUnderstand the Controller’s Role in Management 2- Leadership and the Controller’s Job Understand the Corporate Planning Cycle Comprehend the Controller’s Role in Strategic Planning Understand Capital Expenditure Forecasting, Evaluation, and Control Use Value-added Processes Understand Cash Flow Forecasting Understand Operating Forecasting Know How to Evaluate Shareholder Expectations Control and Administer Operating Budgets 3- Technical Aspects of the Controller’s Job Understand How to Establish an Effective Reporting System Know How to Create Effective Reports Identify the Different Types of Audits and Auditing Processes Understand Accounting Controls and Procedures Discuss Various Issues Facing Controllers Today4- Information Technology and the Controller’s JobUnderstand Enterprise Resource Planning Systems (ERP)Discuss Developments in Electronic Commerce (EC) and Business-to-Business (B2B) TradingWork with Relational Databases and Accounting SystemsUse Information Security and Control 88Understand Reengineering and Automation Effectively Implement Information Systems Page
  • 90. 5- Management and the Controller’s JobUnderstand the Principles of Managing Up and Managing DownSell Ideas to Upper ManagementManage Priorities and ResponsibilitiesUnderstand Employee Training and DevelopmentCommunicate EffectivelyManage Your Time 89 Page
  • 91. 102 Controllers: The Extra Miles In The MilestoneAdvanced Strategies for Controllers Who should attendSenior Controllers who seek to improve their skills Our Mutual Objectives Get the Techniques to Translate Corporate Strategies into Workable Budgets and Operational Plans Step into an Important New Corporate Role: Growth Manager Improve Decision Making in the Face of Uncertainty Control Costs and Deploy Resources More Effectively Become an Active Participant in Strategic Planning Course Outlines 1- Current Accounting Strategies Understand Management Accounting Analyze the Relationship of Management Accounting and GAAP Accounting Develop and Learn the Flow Concept of Information Review the Flows of Information in GAAP Accounting Understand the Eleven Information Segments Required Understand Accounting’s Position in Current Organizations Understand the Changes in Approaches to A/P and A/R Understand the Relationship of the Various Segments of Business to the Controller Realize the Power Position of Information2- Information Flow AlternativesUnderstand the Flow Control Related to the Procurement FunctionDetermine the Controller’s Relationship in Controls and ProcessesUnderstand the Three Flows and Their Relationship to the GL ProcessLearn the Use of EDI and EFT ProcessesDiscuss A/R and the Evolution to Control and Automation3- Information as a Corporate ResourceUnderstand the Role of Information in the Modern OrganizationLearn the Evolution of Information ProcessesUnderstand the Position of Information Resource Centers in the OrganizationUnderstand the Use of Relational Database TechniquesDynamic Planning, Forecasting and Budgeting 90Develop the Process of Objective Setting and Relate That to PlanningLearn the Flow Process of Forecasting and Budgeting Page
  • 92.  Understand Approaches to the Budgeting Process Understand the Process of Dynamic Use of Information Understand Dynamic Planning, Forecasting, and Budgeting Using the Internet4- Delegation Understand the Use of Statistics in Finance Learn the Techniques Used in Statistics in Finance Understand the Applications Best Suited for Statistical Techniques 5- Future Controllership Strategies Discuss Future Strategies for Controllership Analyze the Changes in Information Strategies Grasp the Implications of Change on the Controllership Function Understand the Opportunities Provided by the Changes Realize the Power Position of the Controllership Process Consider Future Strategies in Relation to Current Operating Position 91 Page
  • 93. The Nuts & Bolts Of Internal AuditingEffective Internal Auditing Who Should AttendInternal auditors with less than two years of auditing experience and as well as plantmanagers, controllers and financial managers, those who oversee the internal auditingfunction, new staff accountants and individuals responsible for safeguarding companyassets. Our Mutual Objectives Internal Audit and the International Business Environment Focusing the Investment in Internal Audit Documenting and Evaluating Internal Control Systems Audit Evidence and Audit Sampling Selling Your Audit Recommendations to Management Course Outlines1- Internal Auditing and the International Business EnvironmentDefine Internal AuditingIdentify the Components of an Effective Internal Audit FunctionDefine Management Responsibilities of an Internal Audit FunctionDiscuss Effective Organizational Placement of a Successful Internal Audit FunctionDiscuss the Similarities and Differences Between Internal Auditing and External AuditingDefine the Various Types of Internal Audits 2- The Road Map to Effective Internal Audits Discuss the Principles of Effective Audits Define Alpha and Beta Audit Risk Perform Compliance, Substantive, and Operational Tests Calculate Audit Risk Define the Relationship Between the Internal and Control Environment and Audit Testing 3- Focusing the Investment in Internal Audit Relate the Concept of Internal Audit Strategies to the Audit Planning Process Develop a Long-Term Audit Plan for the Internal Audit Department Using Internal Control- Based Risk Assessment Design the Audit Plan and Prepare an Audit Planning Memorandum for an Individual Internal Audit Project Assignment 4- Internal Controls and Internal Auditing Discuss the Relationship Between Internal Controls and the Audit Process Understand the Structure of Internal Control Systems 92 Explore the Risk-Control Continuum and Tolerable Deviation Page
  • 94. 5- Documenting and Evaluating Internal Control Systems Complete the Basic and Detailed Information Gathering Phase of the Audit Process (BIG & DIG) Plan the Audit Gather Background Information (BIG) Understand the Work Process Document the Work Process Develop Process Flow Diagrams and Process Maps Complete the Audit Internal Controls Documentation Matrix Finalize the Audit Objectives 6- Audit Evidence and Audit Sampling Discuss the Basic Concepts of Audit Evidence, and Their Impact on the Development of Audit Work papers Document Analytical Reviews Test and Gather Audit Evidence Complete and Document Compliance and Substantive Tests Select the Appropriate Testing Method Discuss Statistical Sampling Techniques Determine the Objectives of the Sampling Plan Develop the Sampling Plan Apply Attribute Sampling Techniques Extrapolate the Sample Results Ensure That Audit Work papers Support Audit Conclusions and Recommendations7- Planning and Conducting Successful Audit InterviewsPlan InterviewsDiscuss a Framework for Planning, Conducting and Evaluating the Results of InterviewsOvercome ResistanceManage Conflict with ManagementListen EffectivelyTalk Effectively in a Non-Threatening EnvironmentGet to "Yes"Understand the Nature of Confidentiality of Information 8- Selling Your Recommendations to Management Develop Control-Based Audit Recommendations Effectively Use Interim Audit Memorandum Issue Audit Reports That Comply with Statements on Internal Auditing Standards No. 2 Provide the Reader of the Audit Report with the Necessary Information to Make an Informed Management Decision Provide the Reader with a "Balanced" Audit Report Structure the Audit Report to Be Used as an Effective Management Tool 93 Page
  • 95. How To Fix The Fixed Asset Accounting Who Should AttendAccountants, controllers, managers of fixed assets, divisional plant managers and allexecutives with two years or less of experience in fixed asset accounting. Our Mutual Objectives Gain a New Perspective on Rules, Regulations, and Tax Codes, as Well As Insurance Requirements Understand Potential Tax Benefits You May Be Currently Overlooking Review Requirements for your F/A Manual Understand F/A Record Keeping, Systems, Current Packages, and Transitions from One System to Another and Identify Explore and Identify F/A Property Controls Review Latest Techniques of F/A Identification and Inventory-Taking in Context of Current Federal Laws Learn How to Make F/A Management a Corporate Activity Learn How You Can Determine F/A Utilization and Value Understand Method of Accounting for Accumulated F/A Maintenance Costs To Clearly Distinguish Between Real Personal Property Consider More Answers to the Question About What Should or Could Be Expensed vs. Capitalized Course Outlines1- Introduction Define and Discuss Who the Stakeholders Are Understand the Penalty for Not Reconciling Physical Assets with Perpetual Records Understand How F/A Accounting Relates to Corporate Valuation 2- Fixed Assets in Financial Statements Understand GAAP Understand the Various Methods of Depreciation and Related Rules Realize That Leased Assets Must Be Accounted For 3- Fixed Assets on Income Tax Returns Understand the Tax Codes Affecting Fixed Assets Understand What Special Tax Situations Are Have a Better Chronological Perspective on Tax Legislation4- Fixed Assets on Property Tax ReturnsUnderstand Ad Valorem TaxesRealize Licenses Are a New Term for Taxation 94Discover Potential Tax Savings, Previously OverlookedUnderstand How to Classify and Distinguish Between Personal and/or Real Property Page
  • 96. 5- Fixed Asset Records and Risk Management (Insurance) Understand Risk Management Concerns Understand the Difference Between Accounting Book Value and Replacement Costs Understand What Is Needed from F/A Accounting to Substantiate an Insurance Loss 6- Corporate Policy and the Property Accounting Manual Understand the Requirements of an F/A Property Manual Understand the Content of an F/A Property Manual Understand a List of All Reference Materials and Related Documentation That Went into the Preparation of This Course and That Need to Be Provided for in an F/A Property Manual7- Record Keeping and Automated Reporting Systems (FAMS) Understand Which Data Should Be Captured and for Whom Understand the Variety of Possible F/A-Related Reports Understand Aspects of Record Keeping, System Requirements, Software Features, and Database Considerations Gain Insight into Vendor Concerns and Considerations Be Aware of the Available Software and Who Is Using It 8- Capturing Fixed Asset Data Understand and Explore F/A Property Controls Gain New Insights on How to Have People Become More Cooperative, Informing F/A Accounting about Adds, Deletes, and Moves Understand the Features and Requirements of CIP Understand CIP Data Reference Requirements Understand CIP Disposition Codes and How to Handle Indirect Costs9- Property Controls Appreciate How to Classify Assets Understand What Assets Can Be Grouped or Pooled and What Assets Might Need to Be Kept Separate to Facilitate Control Understand the Newest Ways to Tag and Physically Control Assets Understand What Responsibility Accounting Means Answer the Question: What Should or Could Be Expensed vs. What Could or Should Be Capitalized? 10- Taking Inventories Understand the Latest Techniques of F/A Identification and Inventory in the Context of Current Federal Laws Understand How to Make F/A Management a Corporate Activity Understand How to Determine F/A Unitization and Value (i.e., Condition Codes) 95 Page
  • 97. Making Financial Analysis Work Who Should AttendManagers with financial responsibility or seeking a refresher in analysis—including financialanalysts, accountants, project managers, budget analysts, vice presidents of finance,controllers and treasurers. Our Mutual Objectives Analyze Financial Statements Apply Financial Analysis Methods and Tools to Measure Performance Against Internal and External Standards and Industry Benchmarks Make Sound Decisions Based on Accurate Assessments of Business Performance and Results Ask Better Questions to Gain a Clearer Understanding of the Business, and Focus Attention on Areas of Greatest Impact More Effectively Manage Value in the Business Course Outlines 1- Your Role in Corporate Planning Strategic planning Capital budgeting Financial forecasting2- How to Increase Company Value Drivers of shareholder value creation Economic Value-Added model3- How to Evaluate Capital Investment Proposals How to use financial forecasting to make accurate evaluations of proposed projects Income tax aspects of capital investments Alternative investment proposals 4- How to Measure Management Performance Balance sheet analysis—DuPont formula, ROI, ROA, ROE Evaluating profit margins, asset turnover (efficiency) and leverage Income statement analysis—EPS, ROS Past performance and project outcomes Benchmarking company performance 5- How to Use Cash Flow Analysis Cash flow from operations, investing and financing Ratios and metrics you can use Identifying patterns of value Interpreting FAS 95— "Statement of Cash Flows" 96 Cash flow performance indicators—profitability, liquidity and solvency Page
  • 98. 6- How to Interpret and Evaluate Financial InformationFinancial statement analysisManaging capital—debt and equityWhat a financial analyst looks forUtilizing “Value Line” reports 7- Capital Asset Pricing Model (CAPM): How to Calculate Present-Value The time value of money Internal rate of return (IRR) Net present value (NPV) Calculation of compound growth rate Estimation, payback and terminal value Discounted cash flow 97 Page
  • 99. Finance & Accounting For Administrative ProfessionalsFundamentals of Finance and Accounting Who Should AttendAdministrative assistants, secretaries, executive secretaries and other administrativeprofessionals working with managers or executives who handle financial matters. Our Mutual Objectives Explain Basic Accounting Concepts, Terminology and Processes, and the Relevance to a Business Department Explain the Components of an Annual Report Analyze a Set of Financial Statements to Evaluate the Business’ Financial Health Differentiate the Financing Options Available to a Business and Situations Where Each Might Be Used Course Outlines 1- Understanding the Key Financial Statements and Their Significance State the Purpose of and the Interrelationship Among: – Income Statement – Balance Sheet – Retained Earnings Statement – Cash Flow Statement Define the Key Components of Each Statement 2- Understanding the Accounting Process Define the Five Types of Accounts – Asset – Liability – Equity – Revenue – Expense Explain the Accounting Process from Transaction Entry to Closing the Books State the Significance of Double-Entry Accounting Determine the Impact of Different Types of Transactions on the Accounting System3- Understanding the Components of an Annual Report and Auditor’s Role Describe the Differences in Financial Reporting for Public, Private, Not-for-Profit, and Government Organizations Differentiate Among the Different Types of Audits State the Role of the External Auditor in the Financial Reporting Process Evaluate the Different Sections in an Annual Report and Discuss the Significance of Each 98 Page
  • 100. 4- Evaluating an Organization’s Financial Statements Discuss the Varying Reasons for Statement Analysis and Their Impact on the Process Calculate Commonly Used Financial Ratios Evaluate the Financial Health of a Business in the Areas of Liquidity, Leverage and Profitability 5- Financing the Business Discuss the Role of Leveraging in Improving Return to the Shareholders Discuss the Role of Short-Term Financing in Meeting an Organization’s Financial Needs Differentiate Between the Various Long-Term Financing Alternatives and Understand Their Impact on the Business Identify Appropriate Financing Alternatives for Different Types of Business Needs 6- Budgeting More Effectively Explain the Purpose of a Budgeting System and Provide an Overview of the Entire Process Differentiate Among Commonly Used Budgeting Systems Budget for Common Expense Categories Analyze Budget Variances as to Their Significance and Cause Budget for Special Events and Projects 99 Page
  • 101. Finance & Accounting for Nonfinancial Managers Who Should AttendThis program is designed for nonfinancial managers in every functional area of responsibilityin all industries. Our Mutual Objectives Make Better Bottom-Line Decisions with a Working Knowledge of the Numbers End of Business Gain a New Sense of Confidence When Dealing with Financial Professionals Expand Your Professional Expertise...Add Value to Your Future Career Understand the Business Dynamics of Dollars and Cents—and Take Initiatives That Optimize Results in Line with Short- and Long-term Goals Take the Guesswork Out of Your Decision Making and Deliver the Results You Need Cultivate Proactive Working Relationships with Financial Professionals and Enhance Your Value to the Organization Learn How to "Think Finance" and Translate Various Measures of Performance into Financial Terms Course Outline1- Basic Accounting ConceptsThe Importance of the Accounting EquationThe Significance of Generally Accepted Accounting Principles (GAAP)The Accrual ProcessThe Difference Between Accounting Profit and Cash Flow 2- Understanding Financial Statements Understand the Purpose of and Terminology Associated with the Following Financial Statements: —Income Statement or Profit and Loss Statement (P&L) - Balance Sheet - Statement of Retained Earnings - Cash Flow Statement Prepare a Set of Simple Financial Statements Understand the Accounting Process, from the Recording of Business Transactions to the Preparation of Financial Statements Understand How Various Business Transactions Affect the Financial Statements 3- Reviewing an Annual Report Understand the Various Components of an Annual Report Understand the Importance of Notes in Evaluating Financial Statements 100 Understand the External Auditor’s Role and the Significance of the Opinion Letter Page
  • 102. 4- Evaluating a Company’s Financial Statements Calculate the Key Financial Ratios Using the Financial Statements Use Financial Ratios to Evaluate: —An Organization’s Liquidity, Leverage and Profitability —The Performance of an Organization as Compared to Its Competitors’ —An Organization’s Performance Compared with Budgeted Goals Identify Sources of Financial Information beyond the Financial Statements Use the DuPont Formula to Evaluate Management Performance Use the Concept of Economic Value Added (EVA) and Cash Flow Return on Investment (CFROI) to Determine if a Segment of an Organization Is Adding Value to the Business 5- Improving Profitability through Cost Analysis and Profit Planning Differentiate between Fixed and Variable Costs Help Your Organization Improve Profitability through the Use Of: Break-even Analysis / Contribution Margin Analysis / Direct Costing in Appropriate Situations Understand Traditional Cost Accounting and Its Limitations Understand the Relevance of Activity-Based Costing in Today’s Business Environment 6- Capital Expenditure Analysis Distinguish between Capital Expenditure Budgets and Operating Budgets and Understand the Function of the Capital Budget Understand Why Cash Has a Time Value Recognize and Apply Different Methods of Evaluating Capital Expenditure and Monitoring Project Performance7- Budgeting More EffectivelyUnderstand the Role of Budgeting and Issues That Budgets Can SolveUnderstand the Budgeting ProcessIdentify Different Types of Budgeting Systems in Use TodayAnalyze Budgets for Different PurposesRecognize and Apply Different Methods of Evaluating and Monitoring Operating Performance 101 Page
  • 103. Accounting Concrete For Business EliteAccounting Basics Who Should AttendManagers and supervisors who do not work in accounting, but who need to know how basicaccounting works; anyone who has recently assumed accounting responsibilities. Learning Objectives Make More Informed Decisions and Save Your Company Money Reduce Costly Errors Caused by Misunderstanding of Reports Understand How and When Sales and Expenses Are Recorded and Impact the Bottom Line Control How Results of Your Operation Are Reported Evaluate the Financial Results of Another Division or Company Course Outlines 1- Introduction to Accounting The Definition of Accounting The History of Accounting The Difference between Accounting and Finance The Different Types of Accounting The Difference between Financial Accounting and Management Accounting Basic Concepts of Cost Accounting Book Accounting vs. Tax Accounting The Financial Objectives of Organizations 2- Accounting Theory Organizations That Influence Financial Accounting Generally Accepted Accounting Principles (GAAP) Accounting Rule-Making Bodies Around the World Accounting Concepts, Principles, and Bases Role of the Financial Accounting Standards Board (FASB) 3- Accounting Structure and Terminology Economic Events Major Types of Accounts How Account Balances Are Measured The Uniform System of Accounts (Chart of Accounts) Double-Entry Accounting Debits and Credits The Accounting Equation T-Accounts 102 Balancing the Accounts Page
  • 104. 4- The Accounting CycleThe Accounting CycleThe Elements of the Basic Accounting CycleBusiness DocumentsJournals and Journal EntriesLedgers and Posting to the LedgersThe Trial BalanceThe Work SheetAdjusting Entries and Closing Entries5- Financial StatementsPeriodic Reporting and the Reporting YearThe Four Major Financial StatementsThe Purpose of Financial StatementsThe Structure and Form of Financial StatementsThe Income StatementThe Balance SheetThe Statement of Retained EarningsThe State of Cash Flows6- Accounts with Special RulesMultiple Entry TransactionsAsset CapitalizationFixed Assets and DepreciationAmortization of IntangiblesPrepaid ExpensesAccounts ReceivableBad DebtsRevenue RecognitionInventoryMarketable SecuritiesLeasesReserves and Accruals 7- Evaluating Financial Statements Financial Statements Key Financial Ratios Liquidity Ratios , Leverage Ratios and Profitability Ratios Weighted Average Cost of Capital (WACC) Economic Profit 8- Future Trends in Accounting New Directions in Accounting Financial Information Systems The Various Tools and How They Are Used 103 The Buzzwords Currently Influencing the Profession Creative Accounting Page The Future of Accounting and Its Place in the 21st Century
  • 105. The Essentials of Budgeting Who Should AttendEvery manager with budget responsibilities who is interested in developing or improvingtheir budget planning skills. Our Mutual Objectives Define Planning and Its Purpose within Your Organization Describe the Planning and Budgeting Cycle Explain the Strategic Planning Process Perform a Strategic Analysis of Your External and Internal Environment Describe the Budgeting Cycle and the Major Elements of the Annual Business Plan Explain the Different Types of Budget Preparation Methods and Identify the Most Appropriate One for Your Organization Describe and Perform the Basic Steps in Preparing an Operating Budget Prepare a Departmental Spending Budget Prepare a Capital Budget and Justify Your Capital Expenditures Identify Opportunities for Cost Reduction Manage the Review and Approval Process More Effectively Manage Departmental Performance against Your Budget Course Outlines 1- Understanding the Planning and Budgeting Cycle Define Planning and Its Relationship to the Budgeting Process Explain Why Companies Budget Describe the Planning Cycle in a Typical Organization2- Tying Strategic Planning to the Budgeting ProcessExplain the Strategic Planning ProcessIdentify the Strategic Decisions That Can Be Made at Your Management LevelExplain How Strategic Analysis Is Related to the Planning and Budgeting ProcessPerform a Strategic Analysis of the Internal and External Environment 3- Understanding the Budget Preparation Process Describe the Typical Flow of the Budgeting Cycle in an Organization Identify the Major Contents of the Annual Business Plan Explain the Different Types of Budgets, Their Purpose, and Limitations 104 Explain the Relationship between Budgets and Forecasts Identify Ways to Improve the Budgeting Process in Your Organization Page
  • 106. 4- How to Prepare an Operating BudgetExplain the Sequence of Steps in Preparing an Operating BudgetPrepare a Sales and Cost-of-Sales BudgetCalculate Labor Hours Available and Use This Figure to Plan HeadcountCalculate Budgeted Overhead RatesBudget Labor, Materials, and Overhead Costs in Total and Per UnitExplain How to Budget Operating Expenses 5- How to Prepare Your Departmental Budget Prepare a Departmental Spending Budget Budget Expenses More Accurately Prepare a Capital Budget Justify Capital Expenditures6- Getting Your Budget ApprovedExplain How the Review Process WorksManage the Review Process More EffectivelyPrepare Contingency PlansExplain Behavioral Consequences of the Budgeting ProcessIdentify the "Fat" in Your Budget7- Measuring Performance Against the BudgetIdentify Significant VariancesAnalyze Budget VariancesDescribe the Characteristics of a Good Budget Reporting SystemDetermine When a Budget Should Be Revised during the Year 105 Page
  • 107. Marketing & SalesMarketing X, Y, ZSales & MarketingFundamentals of Marketing Who Should AttendNewly appointed marketers with less than three years of experience in marketing—as well asproduct/brand managers and advertising managers. Our Mutual Objectives Acquire the Skills, Tools and Techniques to Identify, Evaluate and Solve Marketing Problems Recognize the Importance of Strategy and Learn How to Develop an Effective Marketing Plan Gain Expertise at Evaluating Pricing Strategies, Collecting Vital Competitive Intelligence and Researching New Markets Learn the Components of an Effective Marketing Communications Mix Understand the Impact of the Internet on Marketing Strategies Enhance Your Knowledge of Marketing Segmentation, Life Cycle Extensions, and Product Positioning Learn How to Maximize Sales Force and Distributors Course Outlines 1- Marketing: The Big Picture Differentiating marketing from sales The marketing mix (the 4 Ps) 2- Mapping Out Your Strategy and Creating a Marketing Plan The key strategic positions in the market Basic marketing "combat strategies": defensive, attack, flanking, niche and guerilla The Strategic Planning Pyramid SMART goals acronym review and mini-case SWOT analysis 3- Managing Your Product’s Life Cycle “Hard” vs. “soft” products and services Commodity vs. differentiation Analysis of a relative market share matrix4- Extending the Partnership 106 Define and integrate your personal power bases by revisiting trust…and by completing a “power-base planner” Page
  • 108. 5- The Power of Pricing Establishing pricing objectives Pricing strategies during the various stages of the product/service life cycle6- Winning Distribution Channels Advantages and disadvantages of various distribution channels Applying channel strategies7- The Benefits of Segmentation Segmentation options Basic marketing strategies for the Internet to enhance segmentation8- Designing and Using Market Research Effectively Steps in designing a research project Requirements and barriers to effective research9- Promoting Successfully and Profitably Marketing communication and promotion options, including the Web Budget distribution10- Introducing Winning New Products and Services How to generate new ideas Seven stages of new product/service development 107 Page
  • 109. Marketing 2 SalesAligning Marketing and Sales Who Should AttendMid- to senior-level marketing, sales and product executives, including managers, directors,VPs and CMOs Our Mutual Objectives Explore Trends in the Customer/Marketing/Sales Interface Clarify the Traditional Roles of Marketing and Sales Establish Linkages Between Marketing and Sales to Enhance Product and Service Delivery Understand the Not-So-Subtle Differences Between Marketing’s Strategic Orientation and Sale’s Tactical Implementation Practice Collaboration—Using a Template Provided, Build an "Alignment Framework" to Help Improve Collaboration Between Your Own Marketing and Sales Groups Assess Your Current Marketing and Sales Alignment, Identifying Any Gaps Using the Marketing and Sales Return on Alignment Instrument Determine the Costs to Your Organization Resulting from Nonalignment of Marketing and Sales Create a Lead Generation Strategy—"Where Are the Leads Coming From?" to "What Are We Going to Do with the Leads We Get?" Appreciate the Roles and Responsibilities of Everyone in Marketing and Sales, Knowing That Both Perspectives Are Critical to Success Create a System of Linkages to Ensure That Marketing and Sales Collaborate Efficiently and Effectively Measure the Success of Your Marketing and Sales Alignment Efforts Course Outlines 1- The Need for Marketing and Sales Alignment Assess Why Marketing and Sales Alignment (MSA) Is Lacking By Identifying Key Industry Research Assess the Key Reasons Why Businesses Are Investigating Enhancing Their Alignment Strategies Target Concerns in Your Own Organization with Your Alignment Activities Investigate Trends in Product Life Cycle Management and Their Effects on MSA2- Bringing Two Worlds Together, One Person at a TimeBuild Rapport with OthersIdentify Yourself and Your Own Communication StyleIdentify the Behaviors That Signal the Communication Styles of Others 108Migrate to Other Communication Styles Page
  • 110. 3- Effective Marketing and Sales Alignment Identify the Five Key Reasons Why Most Marketing and Sales Functions Are Not Properly Aligned Target "Not Spots" in Your MSA That Affect the Efficiency and Productivity of Your Marketing and Sales Functions Assess Your Current MSA Score to Compute Your Marketing and Sales Return on Alignment (MSROA) 4- Understanding the Differences in Perspectives Prioritize Activities and Assign Responsibilities Using the RCG Activity Continuum Identify Costs Resulting from Misalignment Practice Adapting to Marketing and Sales Perspectives 5- Establishing Linkages Identify the Points of Interdependency Between Marketing and Sales Clarify Roles and Responsibilities Before Aligning Activities Establish Basic and Advanced Linkages to Solidify Collaboration Between Marketing and Sales 6- Measurement, Reporting, and Accountability Evaluate Your Competitive Position Relative to Your Competitors’ Positions, Using the Competitive Positioning Matrix™ and Market Share Matrix™ Accurately Measure Your Company’s Product, Service, and Value Positioning Using the Product Mix Matrix™ and the Channel Mix Matrix™ Infuse Measurement and Accountability into Your Lead Management System Measure Your Marketing and Sales Activities Using the OMTO™ Planning Technique Establish a Commercialization Process to Plan, Measure, Report, and Evaluate Accountability in Your Organization 7- Implementing Your Marketing and Sales Alignment Plan Link Your Marketing and Sales Alignment Back to Corporate Strategy Initiatives Assess Your Training Needs for Effective Implementation Determine the Time Schedule That Fits Your MSA Strategy Identify and Manage Costs Associated with Implementation 109Page
  • 111. Measuring and Maximizing Marketing Return Of Investment (ROI) Who Should AttendMarketers at all levels, including marketing vice presidents, directors and managers—as wellas managers and executives in other departments (finance, operations, customer service,R&D) who work with or support marketing. An understanding of the fundamentals ofmarketing is highly recommended Our Mutual Objectives Understand the Importance of Measuring Marketing ROI in All Marketing Activities and Expenditures Explain the Importance of Measuring Every Marketing Activity in Order to Maximize Sales and Minimize Costs Understand the Basics of Finance That Relate to Certain Marketing ROI Measurements Apply Marketing ROI to Common Types of Marketing Expenditures Such as Ads, Print, Web, Telesales, Etc. Discover Other Types of Marketing Activities That Are Not Part of the Standard Marketing Communications Mix, Where an ROI Approach Can Be Incorporated Use Market Research and Surveys to Measure Those "Touch-to-Measure" Marketing Activities Involve Other Departments and Lobby for Increased Budgets Where the Demand Is Warranted Identify Ways to More Efficiently Target Marketing Campaigns and Messages While Maintaining or Decreasing Expenditures Develop Ways to Better Discover, Develop and Manage New Product and Service Launches Align the Various Marketing Communication Tools with Your Products and Services, Helping to Strengthen the Overall Corporate Brand Use More In-Depth Ways to Analyze Customer Segments and Increase Both Market and Mind Share Course Outlines 1- Principles and Practices of Measuring Marketing ROI Define Marketing ROI (Return On Investment) in Today’s Changing Business Environment Identify the Common Roadblocks to Measuring Marketing ROI Assess Your Organization’s Current Marketing ROI Culture 2- Marketing ROI Formulas and Tools Understand the Seven Basic Levels of ROI Measurement Use Various Accounting, Addition and Attitude Formulas and Tools to Calculate Marketing ROI Statistics3- Advanced Strategic and Tactical Measurements 110 Define the Differences Between "Strategic" and "Tactical" ROI Measures Understand the Eight Basic Marketing Research Tools That Can Aid in Marketing ROI Measurement Page
  • 112.  Use Specialized Research Tools to Assess and Measure Key Strategic and Tactical Situations Many Organizations Face Use Tips for Writing Effective Research Questions to Develop an Actual Questionnaire4- Key Components to Successful ROI Measurement Understand the Five Key Steps in the Marketing ROI Process Identify the Key Elements of a Typical Marketing Plan That Includes ROI Measures Understand How to Incorporate ROI Measurement into the Budgeting Process 5- How to Integrate ROI into Marketing Plans Understand the Concept of Storyboarding and How It Can Be Used to Create Marketing Plans That Include ROI Measurement Participate in a Storyboarding Process to Create an Outline of a Marketing Plan Set Measurable Marketing ROI Goals and Identify the Key Measures to Determine Their Success 6- Analyzing Marketing ROI Data Determine How to Analyze Assorted Marketing ROI Data Understand the Approaches to Coding, Analyzing and Interpreting Data Building Actionable Recommendations for Maximizing Future Marketing Investments 7- Bringing It All Together—Summarizing and Processing Marketing ROI Assessments Understand How to Prepare a Marketing ROI Summary That Can Be Presented to Management Avoid the Common Pitfalls of Presenting ROI Summaries 111 Page
  • 113. Techniques Surprising For New Products UprisingPlanning and Developing New Products Who Should AttendProfessionals with six months to five years of new product development experience,managers of new product planning and development…corporate planners…R&D directorsand managers…project managers and directors and specialists in new productdesign…product managers…marketing vice presidents, directors and managers. Learning Objectives Generate Potential New Product/Service and New Market Ideas That Fit Your Business Strategy Screen and Evaluate Potential New Product/Service and New Market Ideas Analyze New Product/Service and New Market Opportunities from a Financial Perspective Develop New Products or Services and Enter New Markets More Quickly Handle Product and Service Testing and Launch Issues Develop Highly Innovative New Products or Services Understand the Role of Each Step in the Product/Service Development and New Market- Entry Processes. Learn to Integrate These Steps to Set Up Effective New Product/Service Development and New Market-Entry Processes Course Outlines 1- Introduction—The New Product/Service Development Process Understand the Structure of the New Product/Service Development Process Know the Primary Reasons for New Product and Service Failure Understand the Concept of Increasing Costs, and Its Implications for the New Product/Service Development Process Know Who Should Be Making the Decisions at Each Step of the New Product/Service Development Process Understand the Relationship Between Revenues and the Level of Innovation Understand the Key Differences Between Developing Products and Services Understand the Key Differences Between Developing Business-to-Business and Consumer Products/Services Know the Learning Objectives and Major Themes of This Training Program2- Defining Your Charter Understand What a Charter Is, and the Role It Plays in the Product/Service Development Process Develop a Charter for Your Business Unit 3- Idea Generation Identify the Key Idea-Generation Techniques in Use Today 112 Use These Techniques to Generate Potential New Product/Service and New Market Ideas That Fit Your Business Strategy Page
  • 114. 4- Post-Ideation Screens Develop Your Own Post-Ideation Screens Use These Post-Ideation Screens to Filter Potential New Product/Service and New Market Ideas 5- Market Research Understand the Principal Market-Research Techniques in Use in New Product/Service Development and New Market Entry Use These Market-Research Techniques During the New Product/Service Development and New Market-Entry Process6- Interim ScreensUnderstand Why We Use an Interim ScreenUnderstand the Ten Critical Factors Behind New Product/Service SuccessKnow the Items We Need Before Interim ScreensDevelop Your Own Interim Screens 7- Business Analysis for New Products, Services, and Markets Analyze New Product/Service and New Market Opportunities from a Financial Perspective Understand How to Use Capital Budgeting as the Business Analysis Tool for New Products/Services and New Market Opportunities Know How to Obtain the Information You Need to Develop a New Product/Service or New Market Capital Budget Forecast New Product/Service and New Market Sales Choose Between Optimizing Time, Quality, and Cost 8- Developing Highly Innovative Products, Services, and/or Entering Highly Innovative New Markets Understand Why We Need a Different Process for Developing Highly Innovative Products/Services, and Entering Highly Innovative New Markets Know How to Develop Highly Innovative Products/Services and Enter Highly Innovative New Markets 9- Development Know the Reasons Why Products/Services Can Be Late to Market Develop Your New Products/Services Faster 10- Testing Understand Why We Test Products/Services During Development Know How to Test Business-to-Business and Consumer New Products/Services Know If We Should Test a New Product/Service, and When Not to11- Product/Service Launch Launch New Products/Services 12- New-Market Entry 113 Use the Tools Covered in This Seminar to Enter New Markets Page
  • 115. Decoding Product ManagementSuccessful Product Management Who Should AttendProduct managers and brand marketers and directors, and those who interact with them. Our Mutual Objective Produce Management is a Core Business Strategy Used By Leading Global Organizations to Manage the Marketing for Products and Services Designed to Provide the Tools, Techniques, and Business Skills That Individuals Need to Become Successful Product Managers While Many People Understand the Marketing Process, Product Management is a Different Concept, Requiring and Understanding of "Hard" Business Skills and "Soft" People Skills You Will Learn "What to Do" as a Product Manager and "How to Do It" Course Outlines 1- The Current Product Management Structure Understand How the PM Strategy Developed Out of the Company’s "Core Marketing" Strategy Create a Definition of the Term "Marketing" Describe the Key Product Management Attributes Develop a Definition of the Term "Product Manager" Understand the PM’s Role Today and Tomorrow Explain the PM’s and Marketing Manager’s Interaction within the Company 2- Strategy Apply the Best Practice SWOT Analysis Model Understand Branding from a Product Manager’s Perspective Establish the Differences Between a Product and a Service Describe the Strategic Planning Pyramid Determine How to Apply Different Marketing Strategies Understand and apply the SMART Acronym to Goals and Objectives Clarify What Is the Sustainable Competitive Advantage Concept Determine the Key Strategic Positions in the Market Model 3- Product Portfolio Planning Pinpoint the Differences for Various Products in Your Portfolio Identify the Differences for Various Markets in Your Portfolio Apply a Business Screen Analysis to Make Overall Strategic Decisions on How to Support Your Product and Service4- The Annual Marketing Plan Model Identify a Format for the "Best Practice" Annual Marketing Plan 114 Describe the Core Strategic Elements That Belong in an Annual Marketing Plan Discuss Applications in the Business Cycle Page
  • 116. 5- The Main Tasks of a Product ManagerConfirm the Role of the PM in the OrganizationIdentify the Key Tasks a PM Must Cover to Manage His or Her Product or ServiceUnderstand How to Conduct a Market AnalysisIdentify and Carry Out Product and Service Support TasksDefine and Develop a Feature/Benefit AnalysisAnalyze and Use the Best-Practice Life-Cycle ModelDescribe How to create a Best-Practice Positioning StatementApply a Best-Practice Segmentation ModelDesign a Budget Control SystemDevelop a Packaging StrategyGenerate a Focused Sales ForecastDemonstrate a Best-Practice Probability ModelEstablish Pricing for a Product or ServiceIdentify the Core Pricing StrategiesDesign an Effective Communication ProgramOutline a Trade and Customer Relations ProgramDescribe the Approach to Conducting a Market Research6- Strategic Key ReportsIdentify the basic ReportsOutline a Project ListDiscuss a Forecast ReportDescribe a Field Trip ReportOutline a Marketing Tech Team ReportUnderstand the Need for a Monthly ReportDemonstrate How to Manage Fact-Based Information Systematically7- Finance for Product ManagersUnderstand the Critical Basic Accounting PrinciplesDiscover the Elements in a Profit and Loss StatementIdentify the Differences Between Fixed and Variable CostsCalculate Break-Even Sales FormulasDiscuss How the Key Models Impact the Product Manager’s Financial Area 115 Page
  • 117. Market Research, get it right Who Should AttendMarketing managers and directors, product and brand managers and all others involved inmarket research. Our Mutual Objectives Get the Right Data So You Can Make the Right Decisions Identify Customer Segments and Define Each Segment with Specific Demographic Characteristics Use the Market Research to Determine Which Market Research Functions Are Best Performed by Internal or External Resources Define Market Research Objectives and Conduct Customer Segmentation Research Prior to Conducting Market Research Create Effective Questionnaires and Use the Results of Questionnaire Research to Develop Values Pyramids for Distinct Market Segments Understand and Manage Common Trade-offs That Must Be Made among Objectives Due to Budget and Time Constraints Appropriately Apply Qualitative and Quantitative Approaches to Market-Research Endeavors Identify and Access Both Primary and Secondary Sources of Data Collection Evaluate the Advantages and Disadvantages of Data-Collection Techniques Design Questionnaires to Capture High-Value Data Write Effective Open/Closed Ended, Direct/Indirect, and Multiple-Choice Questions Course Outlines 1- Market Research in Today’s Business Environment Define "Relevant" Market Research Discuss Research’s Evolving Roles Use the Market Research to Determine Which Market Research Functions Are Best Performed by Internal or External Sources 2- Critical Information Needed to Conduct Relevant Market Research Identify Customer Segments List the Characteristics of Common Customer Segments Create a Customer Values Questionnaire Use the Results of Customer Values Questionnaire Research to Develop Values Pyramids for Distinct Market-Segments Explain the Necessity of Conducting Customer Segmentation Research Prior to Conducting Market Research3- Organizing Market Research Activities 116 Define Market Research Objectives before Beginning Your Research Program Write Objectives for a Potential Market Research Project at Your Company Focus Your Research Activities on Identifying Customers’ Purchasing Processes Page
  • 118.  Understand and Manage Common Trade-offs That Must Be Made among Objectives Due to Budget and Time Constraints 4- Tools for Conducting Market Research Appropriately Apply Qualitative and Quantitative Approaches to Market Research Endeavors Identify and Access Both Primary and Secondary Sources of Data Collection Evaluate the Advantages and Disadvantages of Data Collection Techniques Determine the Most Effective Research Approach for a Specific Research Project 5- Core Elements for Developing an Effective Questionnaire Design Questionnaires to Capture High Value Data Write Effective Open/Closed Ended, Direct/Indirect, and Multiple Choice Questions Use Rating Scales to Validate Questionnaire Results Format Questionnaires to Increase Response Rates 6- Analyzing the Data: What Does It Mean? Describe the Primary Objectives of Basic, Intermediate, and Advanced Marketing Research Identify Which Techniques Most Appropriately Match Basic, Intermediate, and Advanced Research Objectives Use the Product/Service Matrix to Determine a Company’s Competitive Position in the Marketplace Use the Price/Value Matrix to Determine How Customers View a Product’s Price in Relation to the Value Received Use the Competitive Pricing Matrix to Determine the Strength of Your Company’s Market Position7- The Continued Success of Your Market Research Program Link Market Research to Overall Corporate Goals Align Product and Service Offerings to Match Customers’ Value Pyramids Enhance Success of New Products and Services 117 Page
  • 119. Make Pricing Plan That Makes You The BestPricing Strategies for gaining a Competitive Advantage Who Should AttendMarketing and product managers and executives at all levels—as well as financial managersinvolved in pricing strategies, sales and customer service managers and senior management(presidents, vice presidents and senior vice presidents, CEOs and others). Our Mutual Objectives Identify and Avoid Common Pricing Errors Determine the Perceived Product Quality, Service Level, and Overall Value as Viewed By Your Prospects and Customers Identify Specific New Strategies and Tactics to Enhance Your Company’s Competitive Advantage and Competitive Position Develop Enhanced Pricing Strategies to Improve Your Company’s Performance Course Outlines 1- Pricing in Competitive Markets Recognize and Avoid Legal Pitfalls Associated with Pricing Pinpoint the Key Components to Consider When Assessing Pricing Recognize How Buyers Evaluate Products Over a Product’s Life Cycle Be Aware of the Pitfalls of Pricing in Competitive Markets Determine a Critical Difference in Perception Between Buyers and Suppliers Assess Critical Pricing Issues 2- Market Research: The Key to Pinpointing Customers’ Evaluations of Suppliers’ Product Quality, Service Level, and Overall Value Use the Three Keys for Successful Market Research Identify Your Customers’ Critical Selection Factors for Suppliers Develop a Market Research Questionnaire to Determine a Product’s Accurate Competitive Position3- How to Conduct Competitive Pricing Analysis Use the Competitive Pricing Matrix to Analyze Competitive Positions Explore the Specific Performance and Pricing Levels Required for Placement in Each of the Nine Quadrants on the Competitive Pricing Matrix, and Identify the Predicted Levels of Customer Loyalty Associated with Each Quadrant Determine the Four Most Common Market Share Positions, and Recognize the Pricing Power Generally Associated with Each Market Share Position 4- How to Create a Competitive Advantage to Enhance Pricing Opportunities Identify Common Market and Pricing Conditions in Competitive Markets 118 Use the Pricing Power Index to Evaluate Pricing Power Determine Why Only 8% of Suppliers Have Earned Their Customers’ Loyalty Page
  • 120.  Recognize Effective Basic Strategies and Tactics That Suppliers Have Utilized to Create Sustainable Competitive Advantages Recognize the Benefits of Attaining an Elite Supplier Status5- Case Study—The Case of the Pricing Predicament Use an Array of Pricing Tools to Analyze Your Company’s Product’s Current Competitive and Price Positions6- How to Successfully Implement New Pricing Strategies and TacticsSelect Tactics to Enhance the Successful Implementation of New Pricing StrategiesIdentify Resources Required to Create and Implement Successful Pricing ProgramsDetermine How to More Effectively Manage the Key Pricing Concern Raised in Module 1Identify the Most Important New Pricing Initiative Learned in the Class 119 Page
  • 121. Customer Service Excellence Who Should AttendCustomer service representatives, technical and support personnel, field servicerepresentatives, account managers, credit and billing specialists, small business owners—aswell as managers who want customer service training in order to reinforce their skills andtrain their staffs Our Mutual Objectives Deliver Better, Faster Service Increase Customer Satisfaction Gain Repeat Business Increase Your Credibility with Customers—and Your Value to Your Organization Better Manage Stressful Situations Course Outlines 1- The Benefits of Excellent Service Focus on Customer Service Success Understand How Customer Service Creates Revenue, Healthy Organizations, and Attractive Employee Benefits Appreciate How Delivering Excellent Customer Service Reduces Your Personal Stress at Work 2- Professionalism under Pressure Understand How Emotions Are Created Develop Mental Strategies for Remaining Optimistic and Calm Under Pressure Use Body Language to Control Your Emotional State Honor Negative Emotions Positively Change Your Emotional State in Three Minutes to Avoid Negative Emotional Carryover 3- Internal Customer Service Identify Internal and External Customers Appreciate That Internal Service Is Just as Important as External Service Understand the Two Levels of Customer Service Have Influence over Issues You Can’t Control4- Managing Customer Expectations Appreciate That Customer Satisfaction Is Based on Perceptions Identify Your Customers’ Top Two Expectations Recognize That You Can Save Time and Reduce Stress by Focusing on the Top Two Expectations of Customers Prepare Yourself to Handle Customers by Knowing How and Where They Get Their 120 Expectations Page
  • 122. 5- Managing Customer Expectations by Personality StyleUnderstand Yourself and Your Own Personality StyleUnderstand and Identify the Personality Styles of OthersAvoid Taking Things PersonallyExpand Your Communication Skills to Get Along Easily with More Customers 6- Personalized Listening Skills Build on Your Listening Strengths Reduce Your Listening Liabilities Identify Your Customer’s and Your Own Listening Style Create Rapport with Customers More Easily to Have More Influence 7- Vocabulary, Telephone, and E-mail Appreciate the Power of Words Avoid Creating Negative Impressions with Words Use Persuasive Language Patterns Stand Out on the Telephone Write E-mail Quickly That Customers Will Read and Understand 8- Dealing with Difficult Customers Recognize and Respond Effectively to Specific Customer Behaviors Understand the Physiology of Anger Listen to an Angry Customer So That They Calm Down Turn an Angry Customer into a Happy Repeat Customer Using a Recovery System Remain Calm during Interactions with Angry Customers by Applying Emotional Management Tools 121 Page
  • 123. Effective Channel Management Who Should AttendVice presidents and directors of sales and marketing, as well national, regional, district andarea sales, product managers and others with channel management responsibilities Our Mutual Objectives Choose the right channel partner for your market needs Effectively negotiate inventory commitments with your channel partners Define and implement a new partner “start-up” action plan Develop advisory councils and training efforts to get your sales force, manufacturers’ agents and distributors to work together Determine how many channels/tiers of distribution you really need Legally manage issues about exclusivity, restrictions of competing lines and pricing Describe key elements to be included in contracts and agreements Determine your channel partners’ Value Pyramid Design effective reward and recognition programs Course Outlines 1- Overview of Channel Management Describe Trends in Channel Management and Their Impact on Decision Making Explain the Effect Mergers and Acquisitions Have on Channel Management Define the Role of Channel Partner and Identify Different Channel Partner Options Analyze the Current Channel Flow of Goods and Services of Participants List the Sales Organization Options That Are Available to Managers 2- Channel Partner Selection Identify Value Activities Performed By Channel Partners Define Your Ideal Profile for Channel Partners Recognize Sources of Channel Partners Describe Key Elements to Be Included in Contracts and Agreements Define and Implement a New Partner "Start-Up" Action Plan 3- Understanding the Needs of Your Channel Partner Determine Your Channel Partner’s Value Pyramid Learn How Your Channel Partner Makes Money Evaluate Your Relative Position to Other Vendors with Your Channel Partner Design a Simple, Effective Plan to Identify Channel Partner Needs4- Policies and Procedures Analyze the Importance of Clear Policies and Procedures Build a Framework for Your Policies and Procedures Identify Conflicts with Current Policies and Procedures 122 Page
  • 124. 5- Training and Motivating Your Channel PartnerDetermine Training Needs, Including Who Conducts TrainingCreate Motivating Factors While Eliminating De-Motivating FactorsDevelop a Joint Planning Process with Your Channel PartnerDesign Effective Reward and Recognition Programs 6- Channel Partner Evaluation Define Channel Partner Expectations Develop and Use Appropriate Performance Measures Terminate an Unsatisfactory Distributor7- Legal ConsiderationsInvestigate the Basic Principles Behind Antitrust LawsLearn About Primary Laws Affecting Supplier/Partner RelationshipsUnderstand the Legal Issues Around Exclusivity, Competing Lines, and PricingIdentify Inadvertent Acts of Cooperation with Competition 123 Page
  • 125. 4X4 SellingSelling Techniques for the New Salesperson Who Should AttendSalespeople with one year or less of selling experience—as well as potential candidates forsales positions, those who want to refresh their sales skills, customer service representativesand technical or support staff who interact with customers. Our Mutual Objectives Differentiate between the Old Mentality of Selling and Today’s More Effective Relationship—Oriented Approach Assess Your Selling Strengths and Weaknesses Overcome Barriers to Listening in a Sales Situation Determine the Best—Qualified Prospects and Avoid Time Wasters Make Successful Prospecting Calls, by Phone or in Person Understand Your Customer’s Situation and Identify Selling Opportunities Learn How to Make a Dynamic and Memorable Sales Presentation Feel Comfortable and Confident in Front of New Customers Handle Objections Smoothly and Keep the Sale Moving Forward Use the Latest Closing Techniques to Gain Customer Commitment Manage Time and Prioritize Effectively Course Outlines 1- Listening The four communication skills Tips and techniques for becoming an effective listener 2- Prospecting/Cold Calling Pinpointing the sources of qualified prospects Locating the true decision maker and other influential people The typical prospecting call Managing gatekeepers and working with voice mail3- The Sales Process Definition and objectives of each step of the process 4- Greeting and Headlines Feeling confident in front of new customers Establishing credibility and trust with new or prospective customers 5- Discovery The value of customer interviews 124 Creating a list of probing, industry specific questions Identifying individual customer needs—and immediate selling opportunities Page Practice role-plays
  • 126. 6- Presentation Presenting solutions vs. presenting products and services What to do when you see a positive buying signal Enhancing presentations with technology and visual aids 7- Handling Objections Separating real objections from mere smoke screens The latest methods for overcoming sales resistance 8- Closing Gaining customer commitments When to close and what to close for Closing for appointments9- Various closing techniques 125 Page
  • 127. Sales WizardProfessional Selling Who Should AttendSales professionals with a minimum of one year of sales experience, veterans who want torefresh their skills and managers who want to learn professional sales training techniques totrain salespeople. Our Mutual Objectives Develop a Master Plan to Manage the Sales Process Win the Confidence and Trust of Prospects By Learning as Much as Possible About Their Needs Successfully Sell On a Consultative Level, Using Effective Interviewing Techniques Effectively Communicate Your Product/Service Superiority Over That of the Competition Build Long—term Sales Relationships By Offering Solutions-Not Just Products Increase Your Success By Taking Advantage of Your Personal Selling Style Uncover Any Hidden Customer Resistance and Overcome Any Objection Know When—and How—to Close the Sale Productively Use Your Time and Effectively Manage Your Territory Course Outlines1- Professionalism Set Your Learning Goals for This Class Define "Professionalism" Identify the Habits of Productive Salespeople 2- Planning Define and Perform a Competitive Analysis Complete an Account Profile of One of Your Best Customers Identify the Key Contacts in Each of Your Accounts 3- Listening Identify the Elements of Good Listening Identify the Barriers to Effective Listening as Well as Techniques of Attentive and Active Listening Demonstrate Your Proficiency in Active, Attentive Listening 4- Personal Styles Identify Your Own Personal Style Identify the Personal Style of Others Identify an Ideal Sales Approach to Match the Personal Style of Your Customer 5- Becoming a Problem Solver 126 Explain the Difference between Supplier-based Selling and Customer Problem-solving Develop a Plan for Using a Consultative Selling-Approach for Your Business Page
  • 128. 6- The Sales Process Describe the Steps of the Sales Process Demonstrate the Skills Associated with Each Element of the Sales Process Conduct Effective Sales Calls, from the Initial Greeting to the Final Commitment 7- Individual Evaluation Apply the Skills Associated with Each Element of the Sales Process Reinforce Your Understanding of the Sales Process by Critiquing Various Presentations Improve Your Professional Selling Skills by Reviewing and Evaluating Your Own Presentation 8- New Business Development Identify and Develop New Business Strategies for Yourself Qualify a Business Opportunity to Determine Where Your Time Is Best Spent Develop a Prospecting Call Strategy and Script Alternatives9- Territory and Account ManagementDifferentiate between Territory Management and Territory CoverageAnalyze Your Territory and Account Base and Set GoalsAnalyze Key-Account RelationshipsPerform an Account Penetration Analysis 10- Time Management Develop an Objective Tracking System Effectively Prioritize Your Work and Manage Your Time 127 Page
  • 129. Strategic Sales Negotiations Who Should AttendSales professionals, sales managers, account executives, contract negotiators and anyoneinvolved in negotiation processes and would benefit from this sales negotiation training. Learning Objectives Improve Sales Margins and Closing Ratios Influence How Customers View Your Product’s Costs, Benefits and Value Anticipate Buyer Behavior and Turn It into an Advantage Establish Your Credibility with the Buyer Develop Confidence-Building Skills That Maintain Your Control of Negotiations Course Outlines1- Role of the Professional Salesperson Understand the Difference between Manipulative Selling and Consultative Selling Be Aware of Key Sales Responsibilities of Professional Salespeople2- Role of the Buyer DefinedView the Sales Negotiation Process More Objectively from the Customer’s ViewpointUnderstand the Concept of Selling Profitable Deals More FullyHave a Better Understanding of Their Ability to Analyze the Financial Aspects of a DealBe More Aware of Their Perceptions of the Sales Negotiation ProcessHave a Stronger Foundation for Selling to a Sophisticated BuyerBe Familiar with Common Ploys and Countermeasures Used in Sales Negotiations 3- Role of the Professional Salesperson Redefined Have a Greater Understanding of a Typical Buyer’s Motivation in Most Situations Be More Capable of Differentiating Themselves from Their Competition Be More Aware of the Consultative Sales Processes Understand the Difference between Selling and Negotiating Understand the Importance of Selling First, Negotiating Last Be Able to Handle Premature Negotiation Pressure from the Buyer Know When and When Not to Negotiate4- The Sales Negotiation ProcessHave Experience in Identifying Elements of an OfferingUnderstand How to Identify Negotiating ChipsBe Able to Assess and Define Their Negotiating AuthorityUnderstand How to Create Value Which Offsets the Need to Make ConcessionsUnderstand the Value of Maneuvering Room, Concession Planning, and Planning 128 Page
  • 130. 5- Using Powerful Sales Negotiation Planning ToolsUnderstand the Process of Establishing Settlement Ranges in AdvanceUnderstand the Concept of Planning for ConcessionsBe Familiar with the Sales Negotiation Planning InstrumentBe Familiar with a Format for Providing Feedback on the Sales Negotiation Process 6- A Sales Negotiation Exercise Have Practical Experience in Developing Settlement Ranges Have Practical Experience in Identifying Negotiating Chips Have Practical Experience in Planning Concessions Have Practical Experience in Completing the Sales Negotiation Planner Recognize the Importance of Planning Be Able to Evaluate the Sales Negotiation Process More Fully7- Win-Win Sales NegotiationsBe Able to Determine If a Sales Negotiation Was a Winner for Both SidesBe Aware of Many Critical Mistakes to Avoid in Sales NegotiationsUnderstand the Importance of Following through after the Negotiation Is CompletedHave a Better Understanding of Their Own Effectiveness in Sales NegotiationsUnderstand How to Develop a Plan to Improve Their Sales Negotiation Effectiveness8- Power and Position in Sales Negotiations Know How to Evaluate Relative Strategic Positions of the Parties to a Sales Negotiation Understand Fundamental Strategies for Various Power Positions Be Aware of Different Sources of Real and Perceived Power 9- Increasing Your Personal Power in Sales Negotiations Be Able to Identify the Four Primary Negotiating Styles Understand the Primary Goals and Fears Which Motivate Each of the Four Styles Be Able to Apply Basic Strategies to Favorably Influence Each of the Four Styles Be More Effective in Persuading Buyers Who Are Different from Themselves 10- Case Study: Negotiating a Mutually Profitable Win-Win Sale Have a Greater Appreciation for the Importance of Internal Negotiations Have Additional Experience in Developing Settlement Ranges Have Additional Experience in Identifying Negotiating Chips Have Additional Experience in Planning Concessions Have Additional Experience in Completing the Sales Negotiation Planner Be More Effective in Sales Negotiation Planning Be Able to Influence Buyer Behavior More Purposefully Be Able to Evaluate Their Personal Performance More Fully 11- Tips for Achieving Success as a Sales Negotiator Be More Aware of Key Elements Which Lead to Success in Sales Negotiations 129 Page
  • 131. Competitive Advantage in Sales Who Should AttendSales professionals, including account managers, sales managers, sales executives and salesrepresentatives. Our Mutual Objectives Communicate Compelling Competitive Advantages to Close More Business By Aligning Your Deliverables with Your Customers’ Hierarchy of Buying Criteria Answer "Why Us?" Questions Build Relationships with Colleagues to Share Competitive Intelligence Course Outlines1- Competitive Advantage Basics Define Terminology 2- What Are Your Deliverables? Identify Categories of Deliverables Uncover Competitive Advantages You Didn’t Know You Had 3- Identify and Create Competitive Advantages Identify How Target Markets and Customer Levels Affect Competitive Advantages Convert a Deliverable into a Competitive Advantage Statement Articulate Strengths As Competitive Advantages Use Your Company’s Measurements to Build Credibility 4- Refine Competitive Advantages Convert One of Your Own Deliverables or Strengths into Competitive Advantage Statements Create Competitive Advantage Statements for Different Target Markets, Customer Levels, and Products/Services Describe How to Turn a Competitive Position into a Competitive Advantage5- Dangerous Disparities Define Competitive Disadvantages Avoid Dangerous Disparities Apply Knowledge of Competitive Advantages and Dangerous Disparities to Real-World Situations 6- Maintain Competitive Advantages Communicate Competitive Advantages, Internally and Externally Communicate Competitive Advantages with Existing Customers to Close More Sales Educate Prospects to Apply Your Competitive Advantage Metrics to Their Situations/Organizations Develop a Strategy to Revisit Competitive Advantages Often and Create New Ones 130 7- Create a Competitive Advantage Action Plan Create Your Own Competitive Advantage Action Plan Page
  • 132. New Sales Managers Excellence FormulaSales Management for the Newly Appointed Sales Manager Who Should AttendNewly appointed or prospective sales managers who need the tools to respond to customer,team and company needs Our Mutual Objectives Analyze Personal Strengths and Weaknesses Analyze the Individual Team Member’s Strengths and Weaknesses Analyze the Team’s Strengths and Weaknesses Develop a Plan to Maximize Team Strengths Staff the Team Appropriately Train Individuals to Perform at Their Best Coach and Counsel Salespeople for Continuous Growth and Motivation Delegate to Enhance and Enrich the Salesperson’s Job Better Manage Time Maximize the Effectiveness of the Team as a Whole Course Outlines 1- Making the Transition to Sales Management Differentiating between being a team leader and a team player—and being a peer vs. managing former peers Task management vs. people management Understanding your style as a sales manager and how it relates to your employees2- Understanding Management Communication Styles Analyzing your—and each team member’s—strengths and weaknesses The internal motivation theory3- Objectives and Planning Developing SMART goals Creating short- and long-term sales plans4- Recruiting and Interviewing Recruiting successfully Discovering the best sources for candidates Effective interviewing—a three-phased approach: person, position, placement 5- Training Creating for, and presenting information to, the salesperson 131 The learning curve The Reinforcement Theory Page Best practices in sales skills today
  • 133. 6- Delegating Characteristics of appropriate delegation for the sales manager 7- Coaching and Counseling Taking a positive approach to problem solving Developing a win-win appraisal or goal-setting system 8- Team-building Applying the principles of team-building Recognizing the principles of leadership 132 Page
  • 134. Motivating & Coaching That ScoreMotivating And Coaching Your Sales Team Who Should AttendVice presidents and directors of sales, sales managers, sales coaches, sales trainers andgeneral managers Our Mutual Objectives Differentiate Behavioral Styles Within Your Sales Organization to Quickly Identify Strengths and Weaknesses Establish a Proactive Management Role Rather Than a Reactive One Differentiate Among Coaching, Motivation, Training, and Counseling Define and Develop a Successful Culture That Has Energy, Enthusiasm and Accountability, and Create a Better Work Environment with Increased Morale Describe How to Motivate Team Members to Motivate Themselves Course Outlines 1- Creating a Coaching Philosophy Identify the Characteristics, Personality, and Behavioral Traits of an Effective Sales Coach Describe Common Fears and Phobias, and Work to Overcome Them Create a Mutually Defined Sales Culture Differentiate Between Strategic Management and Tactical Coaching 2- Profile of a Successful Coach Identify the Five Characteristics of a Successful Coach Describe How Your Personality Style Impacts Your Ability to Coach Effectively and How to Recognize Personality Styles of Others Identify When to Use Coaching Communication Strategies Through Effective Listening3- Analyzing Your Existing Sales Force Identify the Steps of Your Organization’s Sales Process, and Consider How to Assess Your Team’s Progress Throughout the Sales Cycle Recognize Each Team Member’s Personality Style, and Determine Whether Their Personalities Are Aligned with the Needs of Their Jobs, or Whether They Need to Be Coached to Meet Those Needs Identify Your Team’s Resource Needs Define Key Performance Standards for the Sales Force Clarify Your Team’s Internal and External Training and Development Needs4- LeadershipIdentify the Characteristics of an Effective LeaderMotivate Your Team Through Effective CommunicationDifferentiate Between Leadership and ManagementIdentify A, B, and C Players and How to Make Necessary Adjustments to the Effort You 133 Expend in Coaching Them Page
  • 135. 5- Team Building Describe the Motivational Drivers Behind Your Sales Team Develop Individual and Team Activities to Foster a Strong Sales Culture Identify Ideas for a Mentoring Program That Will Encourage Growth 6- Reward and Recognition Determine When, Why, and How to Reward and Recognize Individuals in Your Organization Describe How to Leverage Reward Programs and Group Dynamics Identify the Five Characteristics of Sales Competencies Create a Growth Strategy for a Top Performer 134 Page
  • 136. Technical SkillsInventory Management TechniquesTechnical Skills Who Should AttendFactory and inventory control professionals, manufacturing and production controlmanagers, industrial engineers, plant managers, material and purchasing managers, factorysuperintendents and customer/technical service managers who can benefit from enhancingtheir inventory management techniques. Our Mutual Objectives Understand the Strategic Purpose of Inventory, and the Processes Used By the Material Management Function to Align with the Internal/External Goals of the Firm Learn About Inventory Management Policies and Procedures That Establish the Reporting and Financial Controls Required By a Firm Understand the Role Played By the Materials Manager/Analyst in Meeting and Exceeding Internal Customer Requirements and Expectations Learn the Critical Area of Expertise Required of the Materials Management Function, the Knowledge Base Needed to Proactively Perform, Understand, and Manage the Inventory Cycle/Supply Chain of the Firm, and to Best Respond to Customer Demand Learn How to Ascertain and Analyze Factors That Affect the Supplier Risk of Carrying Inventory Learn About Inventory Patterns and Models Used By Firms to Predict Demand for Inventory Learn About the Strategies to Plan Replenishment of Inventory to Meet the Service Requirements of the Firm and Its Customers Understand the Connection Between Inventory and Service and How to Calculate the Service Level Required By Your Firm to Meet a Certain Customer Satisfaction Level Learn How to Set an Inventory Safety Stock Level That Fits the Strategy of Your Firm Learn How to Design Information Systems to Support Your Firm’s Inventory Objectives Learn About Inventory Performance Factors and How to Measure Them to Best Manage Inventory Performance Course Outlines 1- The Strategic Role of Inventory Management Understand the Purposes of, and the Processes Used for Inventory Management to Support Operations and Meet Customer Requirements Define the Typical Conflicting Goals of Inventory in Companies and Their Impact on Company Success Learn the Critical Areas of Expertise Required By the Materials Management Function to Proactively Perform, Understand, and Manage the Inventory Cycle/Supply Chain of the Firm Learn How to Build an Inventory Management Strategy That Is Consistent with the Goals of the Firms Learn the Proper Measurements for Inventory and Other Associate Costs Within a Company 135 2- Front-End Optimizing of Inventory Levels Learn About Setting the Optimum Inventory Level to Support the Business Plan of the Firm Learn How to Forecast Demands for Inventory Page
  • 137.  Calculate Demands from Forecasting Models Assess the Impact of "Lean" Systems and Throughput Velocity To Develop a Safety Stock Level to Support Customer Requirements That Is Consistent with the Customer Service Objectives of the Firm To Calculate Safety Stock Using the Mean Absolute Deviation 3- Systems for Inventory Planning and Replenishment Understand the Various Types of Replenishment Techniques Used in Different Operational Environments Learn About Inventory Behavior and the Effect of Lot Sizes on Average Inventory Level Learn About the Relationship Between Lot Size and Lead Time on Inventory Levels Learn How to Remedy Surplus/Obsolescent Inventory and the Associated Costs to the Firm and Other Ways to Reduce Inventory Cost Complete an Exercise to Calculate Replenishment of Inventory Using the Time-Phased Order Point Method (TPOP) Complete an Exercise to Calculate Replenishment, Illustrating the Bill of Materials Set-Back Logic and the Materials Requirements Planning (MRP) Method 4- Automating Order Processes See the Impact on Cost, Lot Size, and Inventory Levels When Order Costs are Automated Learn About Supplier Managed Inventories Discover the Benefits of Consignments and Stocking Agreements Study the New Tools of Electronic Commerce See How Obsolete Inventory Jobbers Can Help See How a Third-Party Logistics Firm Can Help Review On-Line Inventory Access for Customers and Suppliers 5- Distribution and Service Inventories Define the Physical Distribution, Logistics Management (Supply Chain), and Demand Management Define Enterprise Resources for Integrated Planning of Inventory Learn How to Reduce the Cost of Carrying Inventory By Warehouse Layout and Design, Waste Elimination and Inventory Locator Systems Design Define Distribution Resource Planning (DRP) and Learn How to Use DRP Techniques to Replenish Inventory at Distribution Centers Complete an Exercise on Calculating DRP Requirements for a Hypothetical Warehouse Location to Meet Business Requirements Define the Value and Importance of Service Parts Management6- Inventory Accuracy and Audits Understand the Prerequisites Necessary for Inventory Control and Accuracy Compare the Benefits of Conducting Physical Inventory vs. Cycle Counting Learn the Steps to Follow in Getting Started with Cycle Counting to Audit Inventory on an Ongoing Basis Learn About the Procedures to Follow When Doing a Work-in-Process Inventory Audit 136 Learn How to Use A-B-C Analysis to Detect, Identify and Control "Typical" Sources of Error in Inventory Reporting Page Establish Meaningful Inventory Accuracy Goals for the Firm to Follow
  • 138. 7- Just-in-Time and Inventory Process Improvement Learn How JIT Systems Fit in the Firm Complete a JIT Simulation to Illustrate the Benefit of a JIT Systems Approach Learn About the Three Goals of Constraint Management Theory and How to Use Them to Improve Lead Times and Inventory Stocking Levels Learn About Business Strategies Such as Supplier Stocking, Pipe Lining, Consignment Inventories to Reduce Inventory Carrying Costs Conduct a Case Study on Implementing JIT Initiative at a Hypothetical Company Learn About Flow Charting and Inventory Balancing Techniques to Reduce the Amount of Inventory Required By a Firm 137 Page
  • 139. Technical Project Management Who Should AttendR&D professionals, engineers (across all specialties), scientists and principal investigators,project engineers, facility engineers, plant managers and anyone else who administerstechnical projects. Our Mutual Objectives Apply WBS and network development Identify potential problems and solve them using troubleshooting techniques Track projects more effectively Create status reports that show top management where budgeting, scheduling and manpower trends are headed Cope with tight technical project schedules Course Outlines 1- Overview of Essential Project Management Tools Project management framework and terminology—process groups and the Nine Knowledge Areas Definition of a technical project management environment Life cycles in a technical environment2- Essentials for Leading Project Teams Leading in a technical environment 3- Project Planning: Beginning with Scope Management Using the SMART model when writing objectives Creating the detailed scope statement 4- Defining Project Activities Creating a customized WBS Technical project WBS examples 5- Developing a Dynamic Project Schedule Types of network diagrams Overview of critical path methodology 6- Establishing a sound estimating process Five considerations when making estimates Consideration of risks when estimating—three-point estimates 7- Components of Project Planning The planning process group Project performance baselines 138 Page
  • 140. 8- Technical Project Planning Methodologies Identify different approaches to planning technical projects: rolling wave planning…stage gate process…critical chain project management Common construction project life cycle Common pharmaceutical project life cycle 9- Monitoring and Controlling Projects Status reports… project baselines…identifying variances 10- Project Closure Administrative closure vs. contractual closure 139 Page
  • 141. Tech. - Write N RightEffective Technical Writing Who Should AttendEngineers, scientists, IT/computer personnel and people in R&D and other technical areas, aswell as business professionals at all levels. Our Mutual Objectives Organize Your Material by Purpose and Audience Write with Greater Clarity and Precision—in Less Time Present Complex Technical Information Simply Know the Purpose of Your Writing before You Begin, and Eliminate False Starts Recognize the Needs of Your Audience Learn How to Use Illustrations Edit and Polish the Final Draft to Make the "Write" Impression with Your Superiors Course Outlines 1- Aspects of Technical Writing Understand the Pitfalls, Style, and Characteristics of Technical Writing Review Samples of Technical Writing Prepare a Writing Sample in Technical Style2- Understanding the Readers’ Needs Determine Various Readers’ Needs Convey Technical Information Clearly to Nontechnical Readers3- Patterns of Technical Writing Become Familiar with the Various Patterns of Technical Writing Learn to Write: —Definitions —Narration —Process Description —Physical Description —Instructions 4- Organizing Technical Information Learn How to Organize and Evaluate Technical Data Understand the Various Patterns of Technical Writing Structure the Physical Format to Enhance Presentations of Ideas Use Linking Words and Phrases in Sentences and Paragraphs 5- Writing the First Draft Understand the Writing Process 140 Understand the Importance of Determining and Focusing on Your Purpose and Goals Become Familiar with Techniques for Overcoming Writer’s Block Page
  • 142. 6- Achieving Sentence Clarity and Precision Review Proven Techniques for Ensuring Clarity and Precision Avoid Wordiness and Confusing Sentence Constructions7- Technical Report Elements Distinguish between Informal and Formal Reports Become Familiar with the Elements of Technical Reports8- Technical Report Formats Understand the Nature of Technical Report Formats Distinguish Various Elements of Technical Reports Utilize Specific Organizational Formats for Different Reports 9- Writing Abstracts Understand the Function and Characteristics of Abstracts Become Familiar with Guidelines for Preparing Abstracts Distinguish between Descriptive and Informative Abstracts 10- Using Illustrations Know When to Use Illustrations in Technical Writing Review the Characteristics and Uses of Illustrations Become Familiar with Various Illustrations Useful in Technical Writing11- Preparing Technical Manuals and ProposalsBecome Familiar with the Characteristics of Technical ManualsUnderstand the Components That Comprise Technical ManualsLearn the Principles of Technical Manual Writing StyleIdentify the Elements of Proposals12- Editing and Proofreading Techniques Review Guidelines for Editing and Polishing Technical Writing Understand How to Write for Another Person’s Review and Critical Commentary 141 Page
  • 143. Applying Six-Sigma Cure For Project Management SecureAchieving Project Management Quality By using Six Sigma Approach Who Should AttendDirectors and VPs of project management and senior project and program managers. Basicproject management skills are required. Our Mutual Objectives Apply the Six-Sigma Methodology to a Project Management Process Create a Process Map of the Six-Sigma Methodology to Be Used for Continuous Process Improvement Create a Project Template for a Process Improvement Project Utilizing a Six-Sigma Methodology Course Outlines 1- Quality: An Overview Six Sigma in the context of other quality systems 2- The Six Sigma Methodology Models and tools of the Six Sigma practitioner Preconditions for continuous improvement DMAIC: A Six Sigma model for continuous improvement The distinctions between affinities, processes, procedures and tools TBCP Group Exercise: Applying DMAIC to a process improvement case 3- The Six Sigma Process Map Exercise: Creating a continuous process improvement system using Six Sigma methodology (devising the Tactics element) Group exercise evaluation: display, describe, explain and defend your work Examine, evaluate and query the work of your peers in the exercise4- The Six Sigma Project Dealing with improvements beyond the scope of an established continuous improvement process Requirements for creating a process improvement project plan template for special projects Exercise: Develop a process improvement project plan using Six Sigma (incorporating scope, WBS and project logic) Participant action plan (key learning points to apply to improve your work performance) 142 Page
  • 144. TQM For LifeTotal Quality Management Who should AttendQuality Managers, Production Managers, Quality Assurance newly appointed officers and allthose whom may concern in applying Quality in their organizations. Our Mutual Objectives Discuss the concept of Total Quality Management Apply the ideas of Total Quality Management to their organization Identify useful quality improvement techniques Describe how Total Quality Management can be introduced into their place of work Course Outlines 1- Defining Total Quality Management The concept of Total Quality Management The philosophy behind Total Quality Management Leading lights and their ideas2- Principles of Total Quality Management The core principles in achieving Total Quality Management Prevention not correction Customer focus 3- Techniques used in Total Quality Management Process improvement Benchmarking Cause and effect Measurement Cost of quality 4- Implementing Total Quality Management Principles into practice Leadership Commitment and involvement Organizational culture5- Benefits of Total Quality Management To the customer – improved quality To employees – increased satisfaction To the organization – better performance 143 Page
  • 145. Lean Six Sigma Green Belt Training Who Should AttendManagers, internal consultants, change agents, project managers, team leaders and teammembers who will be involved in Six Sigma projects. Our Mutual Objectives Apply the principles of the Six Sigma DMAIC performance improvement model. Establish the “Voice of the Customer” in defining the required performance standard. Use a number of measurement approaches and tools to establish current performance. Use appropriately a number of basic analysis tools and techniques to establish the root cause of a problem. Understand key lean concepts and tools, when and how to apply them to drive improvements Recognize the difference in approach and techniques for incremental and redesign improvement strategies and know how to decide on the correct approach. Establish ongoing process controls and process governance structures Course Outlines 1- Define Understanding Variability Project Charter Stakeholder Analysis Communication Plan Identify and segment Key Customers Critical to Quality (CTQ) Requirements Verifying CTQs Hi-level Process map Process Vision Project Plan 2- Measure Measurement Basics Measurement process and plan Selecting Measures  Measuring Value  Cost of Poor Quality Data definition and sources Gauge R&R Sampling Measuring yield and capability Implementing the measurement plan 3- Analyze 144 Data Analysis  Pareto charts Page  Frequency charts
  • 146.  Run charts  Variation Process Mapping and Analysis  Value Stream Analysis  Complexity Cause and Effect Analysis Verifying causes  Scatter diagrams  Design of Experiment4- Improve Process Vision Brain storming Lean principles  5S’s  Little’s Law  Push versus Pull  Visibility  Setup reduction Theory of Constraints Evaluating solutions  Decision Analysis  Impact Effort Matrix Selecting solutions Developing solution options Business scenarios Pilot testing FMEA risk analysis Implementation planning Force field analysis5- Control Simple and appropriate documentation Mistake Proofing Statistical Control  Variation  Control Charts  I, X Bar and R Charts Response Charts Process Management Process Scorecards Project Close and Handover 145 Page
  • 147. Training Curriculums Silver Bullet: Sales Persons Curriculum Who Should Attend Sales Representatives, Direct Sales Agents, Tele-Sales Agents, Sales Teams And Newly Appointed Members in Sales Related Positions. Our Mutual Objectives Understand The Basic Role Of Sales Person And The Phases Of Sales Process. Know The Customer’s Needs And How To Cover It Professionally. Manage Time & Territory Perfectly. Communicate Successfully With Customers In The Before – While – After Sales Phases. Understand Customers Socially And Deal With Them The Right Way. Use Telephone in sales Calls and bypass the common Call Problems Asking The Right Questions and Probing and Using it Professionally. Handling Customer’s Objections by Knowing Different 17 Techniques to Do That. Use Sharpened Presentation Skills To Close The Sale. Do Sales Researches To Gather Row Data that indicates the Suitable Way For Each Phase. Curriculum Outlines First Module 1-Basic Sales Process  Set a goal and script your call. Initial Contact  Locate the decision-maker Application of Initial Fit Criteria  Introduce yourself and get to the point Sales lead  Give a benefit statement Need identification  Share your Unique Selling Proposition Qualified prospect  Accomplish your goal Proposal Negotiation Third Module Closing 5-Communication Deal Transaction  Better Listening = More Sales • Learn to “listen ahead” 2-Customer Buying Cycles • Learn to periodically validate communicated Need Recognition information Information Search • Utilize “Active Listening” techniques Evaluation Of Alternatives • Strive to understand versus “Judging” Purchase Decision • Use your eyes to “get the rest of the story” Post Purchase Behavior • Maintain a mental repertoire of common responses Second Module  Speaking 3-Time & Territory Management • Body Language Benefits of territory management • Speaking for Clarity Criteria for territory design  Building Rapport Methods for designing territories Procedures for developing territories 6-Customer Communication Style  4 Types of Personality 4-Getting in the Door • EXPRESSER - DRIVER - RELATER - ANALYTICAL 146 Create a targeted telephone list  3 Communication Styles • Passive - Assertive - Aggressive Page
  • 148. Fourth Module Sixth Module7-Social StylesDimensions Of Behavior 12- ClosingSocial Style Model  The 68 Closing Techniques :Tension Management • 1-2-3 Close - Adjournment Close - AffordableVersatility Close - Alternative Close - Artisan Close - Ask-Increasing Social Endorsement the-Manager Close - Assumptive Close -Increasing Sales Effectiveness Balance-sheet Close - Best-time Close - Bonus Close - Bracket Close - make three offers - 8-Learning Styles Calculator Close - Calendar Close - Companion Know Your Prospect Learning Style Close - Compliment Close - Concession Close - • Visual Learning Conditional Close - Cost of Ownership Close - • Auditory Learning Courtship Close - Customer-care - Close - Daily • Kinesthetic Learning Cost Close - Demonstration Close - Distraction Close - Doubt Close - Economic Close -9-Asking Questions Embarrassment Close - Emotion Close - Types Of Questions Empathy Close - Empty-offer Close - Exclusivity • Dialoguing Close - Extra Information Close - Fire Sale Close • Qualifying - Future Close - Give-Take Close - Golden Bridge • Clarifying Close - Handover Close - Handshake Close - • Verifying Humor Close - Hurry Close - IQ Close - Minor Probing Right points Close - Never-the-best-time Close - No- Open Ended Vs Close Ended hassle Close - Now-or-never Close - Opportunity Cost Close - Ownership Close - Fifth Module Price-promise Close - Puppy Close - Quality Close - Rational Close - Repetition Close -10- Managing Objections Retrial Close - Reversal Close - Save-the-world 17 Objection Handling Techniques & Methods close - Selective-deafness Close - Shame Close - • Boomerang - Objection Chunking - Conditional Shopping List Close - Similarity Close - Standing- Close – Curiosity – Deflection - Feel, felt, found room-only Close - Summary Close - Testimonial – Humor – Justification – LAARC – LAIR - Close - Thermometer Close - Think About It Objection Writing - Pre-empting – Pushback – Close - Treat Close - Trial Close - Valuable Reframing – Renaming – Reprioritize – Writing. Customer Close - Ultimatum Close - Yes-set Close11- Presenting SolutionsIt’s all About Being Clear, Honest, Scripted 13- Customer CourtesyGet your prospect back into “state”  Elevate your customer relationship to the next levelRemove Barriers  Acting in a professional, predictable, and respectfulControl the flow of information mannerMake Intangibles Tangible  Choosing word Through The ProcessProve it proactivelyJust Don’t lecture them 14- Research & Planning Surveys Focus Groups Personal Interviews Observation Field Trials 147 Page
  • 149. Golden Bullet: Sales Managers Curriculum Who Should Attend Sales Managers, Marketing Research Specialists , Senior Sales Team Leaders, Senior Sales Supervisors, And Those Who Will Take These Positions. Our Mutual Objectives  Understand Different Ways To Manage Your Sales Team For Amazing And Tangible Results.  Organize Your Team Territories And Handle The Time Gaps For Maximum Results.  Know The Sales Management Common Methods And Strategies And Use It Perfectly.  Plan For Your Competitive Advantage To Make It Come True.  Use Opportunity Management & Pipeline Management For Reaching New Sales Heights.  Forecast The Possibilities And Potentials For Sales And Apply The Idea In Your Team.  Be Creative And Innovative And Use It In Sales Area.  Understand Financial Justification Criteria And How To Control It.  Use The Follow Up Plans To Control Your Team And Maximize Their Efforts.  Think Strategically In Sales Through Your New Strategic Planning Skills.  Know How to Apply the (TQSM) “Total Quality Sales Management” To Gain Customer’s Satisfaction.  Know When Your Team Needs A Training And How To Come Out With The Best Results. Course Outlines First Module Second Module 1-Motivating your Sales Team 3-Differentiation Know what your team considers important  So, what makes YOU different? Communicate with your Sales Team  Planning The Big Three Set Goals that challenge your Sales Team  Price Get them into Action  Product/Service Quality/Functionality Provide the necessary tools for your team  Service Manage the less-than-stellar performers Give credit to whom it is due 4-Account Management  Account Management – Art Or Science? 2-The Fundamentals of Organizing Your Sales Force  Profitability management to Maximize Results  Account relationship selection The model for choosing the most successful sales  Product migration paths force organization and deployment  Account planning Define territory boundaries to improve productivity  Successful account management Use time and territory management to maximize Third Module customer contact 5-Opportunity Management  What is Sales Opportunity Management  Sales Force Automation  CRM Systems & Sales Tracing 6-Pipeline Management  The Difference between Pipeline Management & CRM  Accurate Pipeline Forecasting 148  Sales Pipeline Analytics Page
  • 150. Fourth Module 11- Strategic Sales Plan 7-Forecasting  Qualify Prospect and Understand the Business The Importance of Sales Forecasting  Conduct Needs Assessment, Cost/Benefit Analysis What Information Is Needed to Prepare a Sales and Define Specifications Forecast?  Identify Logistics to Advance the Sale How Long and How Often Should One Forecast?  Present Value Proposition Forecasting Techniques  Implement Account Management or Recycling How Sales Forecasting Applies to a New Business Process How to Produce a Sales Forecast You and Your Staff Can Believe In Sixth Module Benchmarking - Actual Sales vs. Forecast Who Should Prepare Sales Forecasts? 12- TQ(S)M – Total Quality Sales Management  Identifying and removing barriers to hearing the 8- Creativity customer Don’t Think Outside The Box … Get Yourself a Brand  Satisfying rising customer demands New Box  Viewing your company as a big team composed of 8 Great Places to Add Creativity to the Sales Cycle smaller teams all working toward one common goal: customer satisfaction. 9-Financial Justification  Analyzing relationships with customers-both Financial Concepts traditional external customers, and other internal Quantifying Benefits teams. Continuously assessing what is working and Establishing a Financial Advantage improving what is not. Selling Value Instead of Price Asking Financial Questions 13- Training for Results Listen for Financial Information  Product, competitor, and customer knowledge The Difference Between Cost and Price  Open new accounts through value-added selling Closing Strategies  Trends in training  Mentoring and testing Fifth Module  Obtain the benefits of field coaching 10- Follow-up  Make sales meetings more meaningful 5 Sales Follow-Up Tips That Work  Create training checklists and agendas Follow-Up Call – Tips And Techniques  Main Problem with Follow Up  Ask for the Order  Take them to the Next Level - Find Out What Their Hesitation Is  Build Relationship – Find Out One Thing About Them Personally or Business 149 Page
  • 151. Good-2-Great “G2G”: Leadership Curriculum Who Should Attend Top Managers, Head Of Sectors, Department Managers And All Those who Need To Improve Their Leadership Skills Our Mutual Objectives  Understand The Role Of A Leader By Knowing All The Responsibilities.  Know How To Communicate With Others For Better Results.  Lead Teams Effectively And Maximizing Their Abilities  Motivate Others Through Goal Setting And Action Planning  Manage Time & Stress By Eliminating The Time Wasters And Bust Stress  Master The Coaching And Mentoring Skills For Raising The Others Performance  Negotiate Effectively And Get To The Win-Win Situation  Solve Problems Easily And Take The Right – Well Calculated – Decisions  Deploy Strategic Management In Your Organization Successfully  Manage Your Team’s Performance And Conduct Effective Performance Appraisals Course Outline First Module1-Leadership Communication  The Communication Process  Selling Not Telling  Communication Levels  Reward Factors Involved In Motivating High  Barriers Of Communications Performance  Active Listening  Giving Feedback 4-Time & Stress Management  The Ten Principles Of Leadership  Myths About Stress And Time Management Communication  Major Causes Of Workplace Stress  Biggest Time Wasters2-Leading Teams  Common Symptoms Of Poor Stress And Time  Help the team identify its purpose Management  Set the scope and boundaries  Wise Principles Of Good Stress And Time  Show your belief Management  Support Your Team  Delegation for Stress Relief  Facilitation Skills  Simple Techniques To Manage Stress  The 10 Tips For Leading Teams  Simple Techniques To Manage Time Second Module Third Module3-Motivation 5-Coaching & Mentoring  Your Leadership Style  The Difference Between Coaching &  Setting Goals And Targets Mentoring  Positive Self-Motivation And Direction  Benefits Of Coaching And Mentoring  Action Plan for Job Re-design  Coaching And Mentoring Theory  Performance Coaching For Results 150  Coaches & Mentors Responsibilities Page
  • 152. 6-Negotiations  The Negotiation Process  Your Goal Is Win-Win Situation Fifth Module  Top Ten Negotiation Tips 9-Strategic Planning  Do & Don’t For Negotiations  Deployment: Completing The Strategic Plan • Preparing For Negotiations • Assign Roles And Responsibilities • During The Negotiation • Establish Priorities • Closing A Negotiation • Involve Mid-Level Management As • Follow Up To Negotiation Active Participants  Most Common Negotiations Errors • Think It Through. Decide How To  Attributes Of Effective Negotiators Manage Implementation  Common Tricks In Negotiations And How To • Charge Mid-Level Management With Encounter Them Aligning • Lower-Level Plans Fourth Module • Make Careful Choices About The7-Problem Solving & Decision Making Contents Of The Plan And The Form It  The Problem Solving Process Will Take • Defining And Selecting The Problem  Deployment: Communicating The Strategic • Analyzing The Problem Plan • Generating Potential Solutions • Keys To Success • Selecting And Planning The Solution • Assign Roles And Responsibilities • Implementing The Solution • Communicate The Plan Constantly • Evaluating The Solution And Consistently  The Decision Making Process • Recognize The Change Process • Intelligence • Help People Through The Change • Design Process • Choice • Implementing The Strategic Plan  What Is “Best”? • Keys To Success8-Creativity & Change Management Sixth Module  Creativity 10- Performance Management • The Relation Between Creativity &  Performance Management – Definition And Leadership Rationale • What Do We Know About Creative  What Works – Some Lessons And Some Leaders? Directions • Creative Leaders Make The Difference  Performance Assessment And Feedback • Greasing The Wheels Of This Creative  Approaches And Trends In Rewards And Machinery Recognition  Change  Performance Appraisals Techniques • People React Differently To Change • Everyone Has Fundamental Needs 11- Manage Your Manager That Have To Be Met  First, Be Fair • Change Often Involves A Loss, And  Decoding the rules People go Through the "Loss Curve"  Building trust • Expectations Need To Be Managed  Building a career network Realistically  Moments of truth to moments of magic • Fears Of Change Have To Be Dealt  Learn how to complain With 151 Page
  • 153. The “WOW” Level – Customer Service Curriculum Who Should Attend Customer Service Agents, Customer Service Team Leaders & Managers And All The Front Line Or Customer Facing Stuff In Every Organization. Our Mutual Objectives  Identify The Concept Of Customer Service And It’s Importance In Today’s Business.  Understand Customer’s Needs Clearly And Know How To Fill Those Needs Perfectly.  Communicate Effectively With Customers For Reaching The Higher Level Of Satisfaction.  Use Telephone Effectively And Deal With Several Types Of Callers.  Use Complaints For The Organization’s Good By Handling Customer Objections.  Solving Customer’s Problems And The Problems That Faces The Customer Service Process Generally.  Deal With Stress And Inner Pressure For Better Service Delivery.  Know How To Measure The Customer Service Quality And Be Aware Of The Latest World-Wide Customer Service Champions  Prepare An Action Plan To Follow For Self Improvement. Course Outlines First Module Third Module 1-What Is Customer Service All About 3-The Successful Communicator What Is Customer Service  Communications You Can Depend On Why Companies Lose Customers  Good Communication The Importance Of How You Do Things  Listening Skills Customers Buy Experiences  Body Language Repeat Business  Written Communication The Lifetime Value Of Customers  How Technology Helps & When Technology Fails Customer Service Facts  Using E-Mail Second Module 4- Telephone Etiquette 2-Customer Service Excellence  It’s Not What You Say, It’s How You Say It Qualifying Customer Needs  Telephone Etiquette Identify Your Internal And External Customers  Answering The Telephone Identify Which Of Your External Customers Are The  Troubleshooting Most Valuable  Managing Difficult Customers On The Phone Find Out What Level Of Service Customers Want  The Talkative Caller • Quality Of Service  The Abrupt Caller • Accuracy Of Service  The Abusive Caller • Promptness Of Response  The Angry Caller • Satisfaction With Facilities. E.G.  The Arrogant Caller Parking, Opening Hours, Payment,  The Bully/Bossy Caller Methods Available, Etc  The Close-Minded Caller 152 • Staff Attitude And Behavior  Dealing With Difficult Types Of Personalities Page
  • 154. Fourth Module Sixth Module5-Turning Complains Into Opportunities 7-Measuring Customer ServiceBenefits Of Complaints  Customer Service Global BenchmarksThe Problem Solving Process  Using Internal IndicatorsCommon Causes Of Complaints  Customer SatisfactionHandling Complaints  Rewarding Team MembersSeven Steps For Customer’s Problem Solving  The Universal Top 25 Customer Service ChampionsCase Studies From The Real World Chart Fifth Module  What It Takes To Be A Pro.6-Dealing With Stress 8-Personal Action PlanRemember , Don’t Take It Personally  The Pay-OffAccepting Criticism  Reviewing The LessonsWays To Relief The Pressure  Overcoming ObstaclesHelpful Reminders For Polite And Friendly Responses 153 Page
  • 155. Our Clients Oil & Gas PharmaceuticalAbdulaziz Al Abdulrazzaq & Sons Co. “Kuwait” Hana Medical Supplies L.L.C “UAE”Al Arfaj Engineering Co WLL. “Kuwait” Abbott Laboratories Sa “UAE”Al Khaleejeia Gen. Trad. & Cont. CO “Kuwait” Gharafa Medical Complex “Qatar”Dana Co. “Kuwait” BanksKuwait National Petroleum CO. “Kuwait” Kuwait International Bank. “Kuwait”Arabian Chevron INC. “KSA” Al Ahli Bank. “Kuwait”Aramco Saudia CO. “KSA” Gulf Bank. “Kuwait”Worlay Arabia Limited “KSA” Al Belad Bank “KSA”Al Gaffary EST. For Lubricating Oil “KSA” Banque Saudi Franci “KSA”Jordan River Trade & Lubricants Industrialization “Jordan” National Commercial Bank “KSA”Al-Muhit For Mineral Oil Trading CO. “Jordan” Bank Audi “Jordan”Fanoy Gas LLC “UAE” Arab Banking Corporation, ABC “Jordan”Abu Dhabi Marine Operating CO. (ADMA-OPCO) “UAE” Mashreqbank (Psc) “UAE”Qatar Gas “Qatar” Commercial Bank Of Qatar (CBQ) “Qatar”Rasgas Operating Company Limited “Qatar” HSBC “Egypt”Petrolibya Oilfield Services “Libya”Midas For Oil & Gas “Yemen” Food Industry CommunicationAfia CO. “Kuwait” Al Wataniya Comunication CO. “Kuwait”Al Arbeed Al Watania CO. “Kuwait” Al Mass Technical EST. “Kuwait”Al Postan Gulf CO. “Kuwait” STC “KSA”Al Safa Al Khaleejeia CO. “Kuwait” Fastlink “Jordan”Abdul Aziz Al Babtain Trading EST. “KSA” Arab Communication & Technology CORP. “Jordan”Dallah Al Barakah. “KSA” MTN Yemen “Yemen”National Co. For Food Security & Supply “Jordan” Omantel “Oman”Popeyes - Chicken & Sea Food “UAE”Gulf Food Industries “UAE” 154Misr Food “Egypt” Page
  • 156. Iron & Steel Various Fields Siemens “Kuwait”Al Sabih Engineering & Trad. CO. “Kuwait” Smarttech Solutions “Kuwait”Falcon General Trading & Contracting Co W.L.L “Kuwait” Sail Shipping Co. “Kuwait”Al Dalmani “Kuwait” True Value “Kuwait” Zajoul “KSA” Electricity & Electrical Supplements Samsung “Jordan”I.B.C International Group “Kuwait” Al Maamoura “Qatar”Al Asiah Electric Co. “KSA” Al-Khaleej Insurance Co. “Qatar”Saudi Lighting “KSA” Buraq Air “Libya”International Power “UAE” Arab Falcon CO. LTD. “Libya”El Seweedy Cables “Egypt” Muttahida Insurance Libya “Libya” International Auto Company “Yemen” Multimedia Maghraby Optics “Egypt” Connexion International “Sudan”Orbit Network “Kuwait” Sudan Airways “Sudan”Orbit Network “KSA”Orbit Network “Jordan”Showtime “Jordan”Showtime “UAE”Al Madar “Libya”Orbit Showtime Network (OSN) “Egypt” 155 Page
  • 157. What They Say About elements 156 Page
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  • 160. Affiliations The Institute of Leadership and Management (ILM) is Europe’s largest awarding body for leadership & management qualifications. ILM partners with over 2,000 ILM-approved centres, comprising private training providers, further and higher education colleges, and employers delivering some of the world’s most highly regarded in-house management training. Global Leadership Alliance is a global entity created by three best-in-class consulting firms, strategically located around the world, who bring global solutions to vital business challenges. Our combined 50+ years of global experience spans a variety of specialist sectors including Resources, Finance, Manufacturing, IT/IS, Pharmaceuticals, AgChem, Healthcare and Energy industries. Gazelles International based in the USA, and founded by Verne Harnish, dubbed The Growth Guy, and author of Mastering the Rockefeller Habits as lead coach and business guru to hundreds of Fortune 500 companies worldwide. Gazelles is a consortium of hand-picked, independent management consultant affiliates who have joined together to assist growth companies to understand, adopt and implement time-tested business tools and processes to improve profitability and operational performance. Catalyst is an innovative teambuilding company that creates and delivers experiences that excite, motivate and inspire people. Catalyst is widely- recognised as the leader in providing innovative teambuilding experiences, many which are award-winning and have become the industry standard. Catalyst constantly creates and develops new teambuilding and motivational concepts that set ever-higher standards of excellence. 159 Page
  • 161. NLP is the Association for NLP (NeuroLinguistic Programming). We are here to provide unbiased NLP information, promote the benefits ofNLP and help you find the right solution. We recognize thatchoosing the right NLP Professional for your needs can beconfusing. To reduce the risk of potential pitfalls, we are hereto encourage best practice amongst NLP Professionals, provideimpartial advice and help you make the best choice.The Chartered Institute of Personnel and Development (CIPD) is Europeslargest HR and development professional body. Were a globally recognizedbrand with over 135,000 members, and pride ourselves on supporting anddeveloping those responsible for the management and development ofpeople within organizations ,Our aim is to drive sustained organizationperformance through HR, shaping thinking, leading practice and buildingcapability within the profession.We’re the only chartered professional body in the UK dedicated topromoting the highest standards in management and leadership excellence.We have more than 86,000 members. That means because managementmatters to you, it matters to us ,We are the only chartered body in the UKthat awards management and leadership qualifications, and the only bodythat awards Chartered Manager, the hallmark of any professional manager.We literally set the standards that others must followGetting an effective training will be one of the biggest factors in decidingwhether you get the job you want, so choosing a college is one of the mostimportant decisions you’ll ever make, At Oxford Training College, we are inthe business of changing lives. 160 Page