C
COACHING FOR PERFORMANCE

It’s a fact – being a manager is not easy! Your success depends on other people doing what you want them to do. Yet, other people can be complicated, inconsistent and sometimes, downright obstinate! Key steps to effective coaching include identifying the shortcomings, determining the cause and what needs to change, getting a commitment and providing the support needed for change, and also measuring results and providing feedback.

Our promise is that, at the end of this session you will know how to:

  • communicate specific expectations;
  • remove any obstacles that get in the way;
  • inspire even those employees who are doing well – by pointing out that they can do better.
E
EFFECTIVE DELEGATION

Successful managers have the ability to surpass the common mentality that is “Only I can do this well…”. This prejudice prevents us from delegating tasks to others, who may prove as capable as we are once given the opportunity.

Therefore, delegation is one of the most powerful leadership tools. Our promise is that, by the end of this session, you will learn:

  • to know when it is appropriate to delegate;
  • the 5 steps of the delegation process which will enhance your ability to delegate and create development opportunities for your employees.
T
TEAM DEVELOPMENT

Teamwork is not just a simple thing that comes easy for everyone. Promoting teamwork and cooperation is an essential management ability that leads to a more effective functioning of the group and achievement of top performance.

Our promise is that, at the end of the session, you will know:

  • how to engage your employees by helping them to find and define their roles;
  • how to define your own personal role for each stage of team development;
  • how to forge and nurture inspired and committed relationships within the team.
P
PYGMALION EFFECT

It is a proven psychological fact! By using something that has come to be known as "The Pygmalion Effect", people will perform according to the expectations others have for them. Limited expectations bring limited results, high expectations lead to exceptional results. The good news is that all leaders can learn how to tap into the positive results of the Pygmalion effect with their employees which leads to improving productivity and morale. This program explains and depicts the four ways in which you can transmit expectations to your subordinates: climate, feedback, input and output.

Our promise is that, at the end of this session you will:

  • understand how positive/negative expectations create self-fulfilling prophecies;
  • develop the skills to positively influence co-workers and subordinates;
  • raise expectations you have for your staff members.
C
CONSTRUCTIVE FEEDBACK

Giving and receiving feedback is one of the most important communication processes in an organization. Giving feedback to your subordinates can improve their performance and make you look better as a leader. Receiving feedback can enhance your career and make your job more rewarding. Yet, there is often a two-way conspiracy of silence that subverts  honest  feedback and causes a downward spiral of destructive behaviors. Giving and  receiving feedback effectively is an actual skill. And like all skills, it takes practice to build confidence and improve.

Our promise is that, by the end of this session you will learn:

  • the principles of effective feedback;
  • the steps of the effective feedback process;
  • techniques for constructive feedback delivery.
S
SITUATIONAL LEADERSHIP

Good management skills are a start. But that’s not what makes you a leader. What makes you a leader is the willingness of others to follow you. And this requires respect, admiration and many other qualities that go into true leadership. Among them, the ability to adapt your style of leading to the circumstances and to the different people you are leading. Fortunately, even though not everyone is a "natural born leader" every manager has the potential to learn how to become one.

Our promise is that, at the end of this session, you will learn how to:

  • have a flexible approach as a manager, adapted to the real needs of the employees and not based on your own behavioural patterns;
  • alternatively use 4 different leadership styles, each according to the specific characteristics of the people you are leading.
V
VISIONARY LEADERSHIP

True leaders have a clear view of the "bigger picture" and the ability to choose and plan a course of action. Moreover, they also know how to effectively communicate the desired direction and its purpose so that it inspires others to willingly join them on the journey.

Our promise is that, at the end of this session, you will learn to:

  • make timely and  good decisions;
  • keep your emotions under control;
  • recognize the importance  of personal integrity.
L
LEADING CHANGE

Change inevitably generates resistance. Even the best strategic plans will fail if this resistance is not met and overcome. The challenge is to create a wave of change by gaining commitment from your employees as well as the other stakeholders necessary to make it happen.

Our promise is that, at the end of this session, you will learn:

  • how to identify the three phases of transition and how to explain the challenges and opportunities characteristic to each one;
  • the necessary techniques to facilitate peoples’ smooth transition through situations of change;
  • how to fight the enemies of change: corporate Culture, Motivation, Obstacles and Lack of Vision.
P
PERFORMANCE MANAGEMENT

Nowadays, most companies, if not all, have performance management systems in place. These systems comprise of clear policies, rules, forms and procedures. Even so, if the system is not perceived as being important - neither by the employees nor by the management - or it is rather demotivating the staff because the objectives are not clear  for everyone, success is not guaranteed. Regardless of how good the system set by the company is, if it is not used by the right people in the right way, it loses credibility and can do more harm than good.

As managers, you  are the first ones to lend credibility to the system and your consistent, fair and responsible behaviour is instrumental for the success of the process.

Our promise is that, by the end of this session you will learn how to:

  • set clear professional and behavioural objectives;
  • utilize techniques for monitoring progress and evaluating results.
R
RISK MANAGEMENT

Risks are always present in our professional and even personal life. In business, we face them all the time and, most of the times; they shape our decisions, but also our indecisions. On the other hand, risks bring significant economic advantage to those daring to confront and manage them, the so-called "risk premium".

Our promise is that, by the end of this session you will know:

  • the 5 stages of the risk management cycle and the specific methods for each stage;
  • the 4 response strategies of action plans in risk management.
M
MOTIVATION FOR WORK

As a manager, the productivity of your workforce is a primary responsibility. And a major source of productivity is the employees’ satisfaction of the job and the motivation for work. In order to work well, people have to be strongly involved in their work and committed to achieving certain goals, from simple ones like making money or getting home sooner, to more complex ones such as increasing market share or lowering production costs. An attempt to list all reasons and factors which can motivate and energize people to accomplish more may prove to be a difficult task.

However, our promise is that in this session you will:

  • understand the main motivational theories;
  • learn a series of strategies to motivate and increase the employees’ level of satisfaction for their work.
S
STRATEGIC PLANNING

A lot of companies are unprepared to face the changes that future brings. In an ever-changing competitive environment, the key to success it is not as much the quality of operational planning as it is the clarity of the strategic thinking of an organization. It is strategic planning that sets the direction and the objectives of the organization. Strategic planning means effectiveness and is oriented towards making the right things - the things that need to be done. It is essential for managers to understand the company’s strategy on the medium and the long term and to place it in the context of their own preocuppations and objectives.

Our promise is that, by the end of this session you will:

  • recognize the importance of strategic planning;
  • understand the main instruments for analysis and strategic decision;
  • understand the different approaches in strategic management.
D
DECISION MAKING PROCESS

Making decisions is an essential leadership ability. If you know how to make timely and well based decisions you will be able to lead your team to performance. Deciding something oftentimes means making a choice. And making choices entails a wide range of personal abilities such as the capacity to collect and process information, to think logically, to be creative, assertive and to empathize with other people’s needs and problems. But making decisions also means thorough knowledge of the techniques and the steps of the decision making process.

Our promise is that, at the end of this session you will know:

  • the importance of decision making;
  • to differentiate between decisions based on their importance and difficulty;
  • the structured approach for the decision making process.
A
ADAPTIVE ORGANISATIONAL CULTURE

"What happens to you if you do something wrong? How about if you do something very well?" – The answers to these questions describe best the culture of the organization you work in. A culture that stresses orientation towards results, innovation, encouragement of opinion and collaboration will predictably lead to performance. In over 10 years of experience, together with hundreds of organizations in Romania, we have learned to deliver exactly what each individual company needs. You may benefit from this experience to reach the desired performance level by means of a proper development of the organizational culture.

A
AGILE PERFORMANCE MANAGEMENT

Unlike traditional performance management, Agile Performance Management is dynamic and has a horizontal structure. The birth of a new evaluation model is based on the explosion of social media, on the transformation of the culture into a competitive advantage and on the creation of a new decision-taking model, based on multiple information sources (crowdsourcing).

A
ASSERTIVE COMMUNICATION

Being assertive means having the courage to express your thoughts and, at the same time, the ability to do so in the appropriate manner. It implies exercising your own right to be heard, while, at the same time, respecting the rights of others to speak and be heard. Assertiveness it is not necessarily an innate ability but rather one that can be learned by training.

Our promise is that, at the end of the session you will know how to:

  • develop abilities for assertive communication;
  • learn how to avoid displaying both passive and aggressive types of behavior.
C
CREATIVITY AND INNOVATION

Creativity means generating ideas and innovation means putting them into practice. Ideas coming to reality are much more valuable than ideas just floating around. Recognizing that the world is full of opportunities, this course is designed to assist you in discovering your own creative potential and the means to put it to work.

Our promise is that, at the end of the course, you will know:

  • how to approach a creative endeavor;
  • how to generate more ideas;
  • how to transform significant ideas and opportunities into reality.
U
UNHOOKING FROM STRESS

Pressing deadlines, a negative feedback, client complaints, changes in the workplace, a conflict with a co-worker… and the list may go on and on. All of these are stress generating factors. There is a lot of talking about stress, especially about its negative effects that often have as a result a lack of self-motivation or even a lack of appetite to enjoy life.

Our promise is that, by the end of this session, you will learn how to unhook yourself from stress by:

  • improving your attitude towards certain situations;
  • having a clearer perception on what is happening;
  • learning how to use stress management techniques.
E
ETHICS FOR EVERYONE

Ethics matter. Making the difference between right and wrong, matters. And it’s not just the big scandals that you see in the news, but the small everyday decisions and behaviors that add up, too. In fact, that’s where you need to draw the line – with the little things – before serious damage is done. Basic values such as respect for others, fairness and honesty are important “bricks” at the foundation of your own ethical behavior - as is realizing how important ethical behavior is, but also how this is acting upon that understanding, regardless of what others choose to do.

Our promise is that this session will help you learn the principles and concept frame facilitating ethical decision making as well as how to apply those principles to find a solution in complex situations where the right answer doesn’t come easily!

T
TRAIN THE TRAINERS

The core aspect of any Train The Trainers is providing internal employees with the required abilities to be an in-house trainer. The need for this program has considerably risen nowadays, as many companies are considering becoming learning organizations. The course addresses the constant need for training and development of employees while recognizing, at the same time, that corporate training can sometimes be more effective if it is delivered by a trainer from within the organization.

Our promise is that, by the end of this session, you will:

  • know about the different learning styles (especially about adult learning style);
  • understand the training process;
  • be able to design, develop and deliver a training program (from the assesment of training needs to the evaluation of training results).
E
EMOTIONAL INTELLIGENCE

Emotional Intelligence (EI) is becoming more and more important as a key factor for personal and professional success. Having a high Intelligence Quotient (IQ) is no longer enough if you lack the ability to adjust to changes, work in a team or establish and nurture strong and effective personal relationships.

Our promise is that, by the end of this session you will learn:

  • how to recognize the 5 competencies on which you can work to improve your EI level;
  • how to control reactions and plan actions to be more productive in your relationships with others.
C
CONFLICT MANAGEMENT

Conflicts are a part of life. And they can cause stress. But conflicts in the workplace do not have to be destructive. In fact, constructive disagreement can add value, as people compromise and reach better decisions based on input from others. Conflict becomes destructive when anger, jealousy and other strong emotions turn the focus away from problem solving and toward personal attacks. Destructive conflict can ruin relationships, interfere with productivity and destroy teamwork.

Our promise is that you will learn that solving conflict is not about one person proving the other person wrong but rather, about working with the other person to solve the problem and maintain the relationship. You will also learn ways in which you can resolve conflict constructively. 

P
PROJECT MANAGEMENT

“Of all the projects being implemented worldwide:

  • 31%  are closed before completion
  • 53% of the projects are finalized, but:
  • Costs are higher than projected, in average, by, 189%;

          - Allotted time is higher than projected, in average, by 222%;
          - 16% are finalized, on time, within the budget and they achieved their goal.” 

Stadish Group International, www.stadishgroup.com
 
The vast majority of organizations operate based on projects. For most of them, this way of organizing the activities is at the very core of their success and is also the basis for the permanent improvement of processes. If the daily operational management is taking care of the organization’s present, project management is taking care of its future.

Our promise is that, by the end of this session you will:

  • be able to make the difference between projects and processes;
  • understand the dimension of a project based on iti essential parameters: quality, cost and time;
  • know the 5 stages of a project and be able to use at least two working instruments for each project stage.
T
TIME MANAGEMENT

As a manager you’re not only responsible for what you do – you’re responsible for what your people do. You must solve the people paradox: how to give your people the support they need to do their jobs while at the same time accomplishing your own tasks. And the first step is figuring out how to control the way you spend your time.
 
Our promise is that, by the end of this session you will learn how to:

  • prioritize, plan and stick to the plan;
  • focus on the activity with the biggest payoff;
  • take action in the present based on results in the future;
  • avoid “time-eaters”.
I
IMPACT PRESENTATIONS

One of the most powerful skills you will ever use is the ability to inform, persuade and lead other people through public speaking. When you stand before an audience that has come together in one place at one time for the purpose of hearing your words, you are given the chance to tap into an energy greater than individual listeners would generate on their own.
Public speaking, therefore, represents an opportunity to influence, to share ideas, to enlist support, to gain recognition and to unify group action.
And the  good news is: anyone can do it!

Our promise is that, by the end of this session you will learn how to:

  • prepare, structure and deliver a successful  presentation;
  • master advanced skills in public speaking.
P
PRINCIPLES OF POSITIVE INFLUENCE

Call it persuading, negotiating or convincing. Ethical influence is the foundation of successful leadership. Given that it is such a sophisticated ability, one might think that it is not possible to be taught. However, it is proven that influencing others is not magic, nor a question of luck, but sheer science. There are simple and demonstrated principles of influence that form the basis of effective, persuasive appeals.

Our promise is that, by the end of this session you will have learned and exercised these 6 principles of persuasion which will enable you to increase your power of influence.

P
PROBLEM SOLVING PROCESS

A successful problem-solving process requires initiative, courage, analytical skills, structured approach, creativity, flexibility and assertiveness.

Our promise is that you will find all of these ingredients in this session. During this session you will:

  • learn which are the 6 stages of the problem-solving process;
  • practice at least 3 methods and techniques for each stage.
7
7 TRIGGERS TO YES (THE INFLUENCER)

The course lasts for two days and the participants will understand that influencing the ones around is not a random act, but science. Robert Cialdini, a professor of Socio-Psychology and Marketing at the State University from Arizona, spent 30 years studying the ways in which people can be influenced and he reached the conclusion that they have a limited ability to understand the factors that influence their behavior. Once we identify and explain the factors that influence our decisions, we can understand how to use them in an ethical manner to get positive answers, but also how to defend ourselves when others try to use not so ethical purposes. The course aims at increasing self-confidence and the participants’ relating ability, developing emphatic communication and building personal power and persuasiveness skills.

C
CREATIVITY AND CRITICAL THINKING

In a highly competitional economic environment, all the players of the market look for a differentiating factor. “What can I do differently, better, faster, cheaper?” are the questions they need to answer to ensure survival. Many differentiating strategies rely on the development of new competences and the first on the list of these new competences is creativity. Creativity is not a “you have it or not” sort of competence, but an essential one. In fact, its presence is a prerequisite for the success of all the other competences. The course uses the Medici Game, a Celemi Power Dialog™ tool for innovation to help organization inspire and engage people around innovation. All the types of organizations in all the fields and people from all levels are targeted and upon completion of the course the participants will be able, among others, to identify and implement new ways to act and create value, to develop initiative and the courage to do things differently.

M
MULTICULTURAL EFFECTIVENESS

We live in a world of globalization and international cooperation in which, often, the members of a different culture need to collaborate. What is allowed or even recommended in one culture can be a monumental blunder in another. Sometimes “yes” doesn’t mean “yes” and silence is not always what it seems. That is why knowing the differences and adapting to an intercultural reality is the key of being successful in this context. The Multicultural Effectiveness program lays the foundations of intercultural differences awareness and informed adaptation.

R
RISK MANAGEMENT (TITANIC)

In the context of the world economic crisis, with a highly volatile business environment, understanding risk is crucial. What is even more important, however, is risk management. And, because in business, risks shape the decisions and often indecisions, the immediate consequence can be significant economic benefits for those who dare confront and manage them, the so-called “risk premium”. The course will decode the structures of risk to allow participants to define it within their own organization. Various types of reactions to risk and management methods will be presented. But, first of all, the trainees will gain the required abilities to enforce risk management principles within a project and to cope with management risks.

C
CONSTRUCTIVE NEGOTIATIONS

Whether you are negotiating a big contract or simply asking for a raise you need to have the specific skills which can give you the upper hand in the process, while at the same time helping you maintain a positive working relationship with the other parties.

Our promise is that, at the end of this session, you will know:

  • almost everything about bidding strategies and the hidden meanings behind bids and offers;
  • when NOT to make the first offer and how to make the right offer when you do it.
F
FOCUS ON THE INTERNAL CLIENT

Every employee in your organization has customers. That’s because every employee has co-workers, and co-workers are customers too - even if we sometimes forget to treat them like customers. Co-workers have questions that need to be answered or require assistance in order to get something done. As customers they need to receive courtesy; a prompt response to their requests and full attention to their problems. They need customer service!

Our promise is that this session will help you learn how to manage interaction with internal clients and generate mutual advantage solutions.

P
POWER SELLING 1 (BASIC)

The sales approach in front of a client is seldom intended to fill the gap determined by the actual lack of the product/service that is being pitched. In most cases, the client is already using something similar from the competition. The challenge for the salesperson is to instill the client with the intent and desire to change the current status. Once this intention and desire is stabilized, there is another challenge that arises: implementing the change, and at the same time, focusing on benefits being sold and keeping those promises.
 
Our promise is that, at the end of this session you will learn how to:

  • understand the big picture of the sales’ activity from the salesperson’s perspective as well as from the client’s perspective.
  • manage the essential steps of a valuable sale, perceived by the client, derived from his specific needs, but also from your own business’expectations and priorities.
P
POWER SELLING 2 (ADVANCED)

No matter the additional descriptor we attach to the term "sales": be it complex solutions, value, consultative, the common denotation is that "you do something for someone", not that "you do something with someone". This is why the main perception is that the sales process is connected to a feeling of fear.
The client is afraid that he will be thrust upon something he does not really need or that his time will be wasted on irrelevant discussions.
The salesperson is afraid that he will be refused, that he will not meet his sales plan, that he will not be able to pay his bills. As a defense mechanism, the salesperson chooses arrogance: he explains how wonderful his product/service is, without questioning himself not even for a second - "what does the potential client win from all this"?
At the same time, the client will choose buying techniques to fight the invasive sales techniques: he will send offer requests to many suppliers, he will demand that questions be addressed in writing and the answers to those will be plain and evasive.
 
Our promise is that, at the end of this session you will learn how to:

  • be aware of your own actions’ impact on potential clients;
  • acquire motivation, influencing and persuading techniques, various styles of practicing influence based on mutual trust;
  • develop proactive attitudes when interacting with clients in order to achieve your sales objectives.
K
KEY ACCOUNT MANAGEMENT

As a salesperson, how can you differentiate when dealing with a big client, also approached by most of the suppliers with similar solutions to yours, but with lower prices than the ones you practice? During the sales process, how can you be certain that you are talking to the right person and that you are discussing the right things? How can you make the difference between things you can influence and those you have no power upon to change, but dealing with them you waste time, effort and money? The philosophy of success in key accounts is based on the formula:
 
Success = Relation (Opportunity) + Vision (Value) + Decision (Change)
 
Our promise is that, at the end of this session you will learn how to:

  • have a structured approach on accounts with complex decision groups, with integrated solutions that solve critical problems for the client’s business;
  • implement a series of instruments designed to potentiate the progress of the sales process regarding the two dimensions of the key account management: relation management and opportunity management. 
C
COMMUNICATION IN SALES

Being a successful salesperson relies heavily on being able to build a trust relationship with your potential customers. And like with any other human relationships, trust starts with the first step of communication. Becoming a good communicator means knowing how to balance between being an active listener and an effective speaker. This session is aimed at providing you with the essential skills that will make you a confident and powerful communicator and enable you to become a more successful salesperson.
 
Our promise is that, at the end of this session you will learn how to:

  • communicate with any person and any group comfortably and confidently;
  • adapt your communication style to buyer types (and their needs);
  • uncover and address customer concerns through active listening techniques;
  • create trust and build long term relationships with customers.
S
SALES PRESENTATIONS

Often, in sales you only get one chance to impress and persuade a group of people and "win" them over as your customers. That is why developing the skills to ensure your sales presentations are clear, compelling and effective, can make the real difference. In this session you will learn how to elevate your presentation skills, and go from "good" to "great".

Our promise is that, at the end of this session you will learn how to:

  • make your "pitch" effectively in just a few minutes;
  • make your sales presentations memorable by using techniques to make the message "stick";
  • efficiently use emotion and  persuasion in sales presentations;
  • design and deliver strong sales presentations to reinforce your overall sales effort.
S
SALES MANAGEMENT

Sales management is neither simple nor complicated. Sales Management is simply the management of an organization’s personal selling function. Sales managers are involved with both the strategy (planning) and people (implementation). They must be able to deal effectively with their teams, with other departments of their organization and with clients.
 
There are four major areas in the sales management process:

  • defining the strategic role of the sales function;
  • developing the salesforce;
  • directing the salesforce;
  • determining the salesforce effectiveness and performance.

Our promise is that, at the end of this session, you will learn how to manage the effective tools to help you to : Define, Develop, Direct and Determine your sales team.

R
RETAIL SALES

Sales depend on the salesperson’s attitude, and not the client’s attitude. For the later, shopping is a memorable experience, especially if they are not satisfied. How the customer feels leaving the store depends on the salesperson he meets, and the development of the salespeople is a never-ending process. Each step must be followed professionally and trustingly, starting with the way they greet clients, ensuring that they are in the right place, and continuing with identifying their needs, providing them with solutions and making sure they will come back again.  
 
Our promise is that, at the end of this session (designed on the main idea that you cannot teach anyone else anything – you can only help people discover themselves), you will learn how to:

  • refer to a common standard regarding sales methods and relating to clients in your stores;
  • understand and apply the sales process golden rules;
  • know to reinforce your team and contribute to common success.
A
ADVANCED NEGOTIATION (THE NEGOTIATOR)

What makes a negotiation successful? Or why, sometimes, do we accept deals that contradict our interests? Understanding the structure, dynamic and psychological mechanisms behind the negotiation process generates the answer to these questions, which are explained and detailed by a complex simulation, called "The Negotiator". By experimenting 4 levels of complexity and 24 negotiation processes, individual and team situations, the trainees assimilate a maximum of knowledge in a short time, applying them in practical situations. A trainer with at least 20 years’ experience in negotiation will teach you how to be the one who is in control of the game.

M
MULTILATERAL NEGOTIATION (INTERSTELAR 3020)

The globalization era brings an exponential increase of the complexity of relationships and interests systems. Multipolarity becomes the dominant paradigm, negotiations also acquire paramount importance. Interests and actors multiply, agendas become extremely complex, making the entire multilateral negotiation process highly difficult and frustrating. The "Interstellar: 3020" simulation is a negotiation between the representatives of four great powers: three of them are the representatives of the winning powers in an intergalactic war while one is the representative of the defeated power. The program can be easily adapted to the participants’ needs, as it allows focusing on negotiations inside the organization to improve communication and strengthen inter and intra-department cooperation or can be centered on the participants’ individual development, namely the increase of the abilities in the field of multilateral negotiations. Complexity and adaptability are the key attributes of this training session which will allow you to cope with the challenges of the new information era at another level.

C
CUSTOMER EXPERIENCE (5 STARS)

Clients are the most "patrimonial asset" of a company, winning them over and making them loyal being the main priority of any company. Considering that business relationships are, first of all, interhuman relationships, the orientation towards solving the clients’ problems is the solution to a lucrative activity. That is why knowing the key elements in building a quality customer service is essential. The program uses the 5 STARS simulation, designed for training people who come into direct contact with the clients. The first part of the simulation focuses on the underlying principles of a customer care department. The second part aims at acquiring the competences in a competitive format, under the form of a simulation. By taking part in 5 STARS, the trainees will develop their abilities of active and emphatic listening, customer interaction management, and they will understand the need of developing loyalty for a product.

T
TERRITORY MANAGEMENT

The first step in defending or conquering a new territory is its understanding in detail. And, because the current business environment is governed by the principles of the "art of war", this program provides your company with the defense and attack tools. Adaptable to the specific needs of any sales team, this program builds the overall picture while identifying the difficulties and opportunities of the assigned area. Techniques for the improvement of relationships with current clients, but also techniques to win over new ones are made available to your team. Maximize your resources, outwit your competition.

D
DIGITAL MARKETING ACADEMY

We live in a 3.0 era, where we interact constantly with digital communication media and, willy-nilly, send marketing messages using these channels. The use of digital marketing in business has become a must in these times when marketing talks to us about following up on the consumer and the consumers are online or mobile most of their time. The future of marketing is definitely in the digital environment and online social communication is a subject that needs to be treated carefully and thoroughly to bring high benefits to the organization The course will detail the tools used in digital marketing and the stages of an efficient digital strategy, from the brief to the actual creation, the implementation and the follow-up on the performance indicators, as well as the way to carry out Content Engagement, Community Engagement and Performance Marketing.

C
CHALLENGE THE C LEVEL

This program is based on the idea that the best theory in sales is practice. The participants will test their selling skills in a real meeting with active executive managers. They will learn straight from the source what a CEO’s expectations from a salesman are. Prior to that, the trainer and the trainees will try to define together how the world of sales has changed during the last years and what a successful seller does.

R
RETAIL SALES PERFORMANCE

Retailers use various publicity and communication tools to increase the degree of awareness of future customers on their products and services. The purpose is to increase both the shopping bag and the consumers’ loyalty. Thus, finding the right marketing mix can lead to an increase of profitability and a higher turnover of investment. The content and presentation of this workshop ensure an easy way to understand perspective for all decision-taking levels, approaching the most important subjects of retail marketing, without neglecting the traditional ones (the 4Ps and 4Cs). The session addresses, simply and eloquently, the problem of the retail focus areas and the issue of approaching customers depending on their typology and based on the identification of their needs. The participants are actively involved in the identification of the right sales/marketing mix.

C
CHALLENGER SALES

To stand out in front of your competitors we need to come forth with a different and relevant value proposition to the client. Clients want more added value and sellers should be firmer, more direct and oriented to the profound, often unexpressed needs of the clients. In short, sellers should turn from a problem solver into a problem revealer. The "Challenger Sales" training session aims at developing techniques to counteract objections and to efficiently sell, whilst increasing the abilities to influence the purchasing decision and to effectively probe the client’s needs. The participants will be led, step by step, to an understanding of the sale process and the required actions, they will get familiarized with the correct assessment of the client’s needs. Participants will also be able to suggest a winning solution and, of course, they will enrich their arsenal of necessary competences to close more sales.

L
LEAN COURSES

In a world of production where we are increasingly experiencing digitization or virtual reality, the question whether the Lean principles - implemented more than 70 years ago at Toyota - are still actual comes out naturally. If we take into account, on one hand, the objectives of methodology - to reduce / eliminate waste and to deliver to customers only what they need, when they need it, spending as little money on this as possible - and the needs of companies to be more efficient and competitive, on the other hand, then LEAN is certainly an invaluable tool, which can be successfully applied to any type of process - not only to those in the production area.
Both our workshops with the most used Lean Six Sigma instruments (VSM - Value Stream Mapping, 5S, A3 / PDCA, Kaizen, Kanban, FMEA) and the Lean courses - Basic Level and Advanced Level will help you get simpler, faster, standardized processes and more satisfied customers. Our promise is that at the end of these sessions you will know how to:

  • identify opportunities for improvement;
  • describe processes using process diagrams;
  • identify wastes, process constraints, and root causes;
  • identify the best solutions and implement them within your organization;
  • apply Lean principles in everyday activity.
L
LEAN SIX SIGMA COURSES

‘Understanding variation is the key to success in quality and business.’

W. Edwards Deming

 

Today, technology allows us to evaluate in real time the efficiency and the rate of defects in the processes. Even with your mobile phone. Having thus a clear picture of the situation in the process, we can identify the root causes and implement the best solutions to resolve the errors as quickly as possible.

 

Our Yellow/Green/Black Belt Lean Six Sigma courses  (from basic to advanced level), with the possibility of international certification, will help you solve the process issues related to defects and variation, as well as customer satisfaction.

Our promise is that by the end of these sessions you will have learnt to:

  • understand the importance of process improvement within the organization;
  • use the right tools to solve problems / increase performance;
  • run projects to improve processes using Lean and Six Sigma methodologies (the DMAIC cycle);
  • apply the principles and tools of Lean Six Sigma to everyday activity.

Please contact us for a customized offer.

L
LEAN SIX SIGMA INTERNATIONAL CERTIFICATIONS

We have partnered with IASSC (International Association for Six Sigma Certification) and we can help you obtain Lean Six Sigma international Certification for Yellow, Green and Black Belt levels.

 

In order to achieve the professional designation of IASSC Certified Yellow, Green or Black Belt from the International Association for Six Sigma Certification, you have to sit for the IASSC Certified Lean Six Sigma Exams (60/100/150 multiple-choice and true/false questions) and achieve a minimum score of 230/300 points for Yellow Belt; 385/500 points for Green Belt, and 580/750 points for Black Belt.

A  recertification based on exam needs to be obtained every 3 years.

 

Further details on IASSC certification, as well as the fees for Exam Voucher can be found at https://www.iassc.org/six-sigma-certification/

 

 

D
DATA ANALYSIS/ MINITAB SOFTWARE

We cannot obtain more efficient processes or better product/service quality without thorough data analysis. As part of the training and coaching activities, we promote intelligent ways of analyzing process data using Excel or the Minitab statistical software, thus becoming effective in implementing improvement projects. We also offer 2-3 day data analysis courses, depending on the customer's needs. We use Minitab 18, with its free of charge 30 day trial version which can be downloaded at https://www.minitab.com/en-us/products/minitab/free-trial.

Our promise is that at the end of these sessions you will learn how to:

  • identify data types;
  • use graphical and statistical tools for data analysis;
  • interpret the results;
  • evaluate the process stability, capability and control.
C
COACHING FOR IMPROVEMENT PROJECTS

For many organizations, coaching sessions for improvement projects have become an integral part of the implementation of Lean Six Sigma, Kaizen, etc. programmes and a critical factor for their success. During the coaching sessions, we support improvement project leaders, Yellow / Green / Black Belts and Lean Experts in translating the knowledge acquired during the courses into practice. Coaching sessions consist of regular project team meetings with our consultants, with a duration of approximately 1 - 1,5 hours per project, with a frequency determined together with the participants (depending on the nature of the project, the knowledge and skills of the participants, the existence of an internal expert, etc.)

Our promise is that at the end of the session you will obtain the following:

  • verification of the project status and compliance with the initial plan;
  • identification and application of the right tools to the given situation;
  • deeper understanding of the knowledge acquired;
  • establishment of the steps necessary for the coming stages.
L
LEAN SIX SIGMA YELLOW BELT

Description

The course presents Lean Six Sigma tools and basic techniques to solve the problems in the process (and not only) in order to make the processes simpler, faster, better quality products and services, in accordance with customer requirements.

 

Target group

The course addresses people who are involved for the first time in process improvement actions using Lean and Six Sigma methodology.

 

Objectives

Identify the opportunities for improvement and describe the process
Identify losses, process constraints and root causes
Lead improvement projects used the Lean Six Sigma methodology (DMAIC)
Identify the best solutions to implement them within your organization
Apply Lean Six Sigma principles in every day work

 

Prerequisite knowledge required

Middle/ higher education, English, working with MS Office: Excel & PowerPoint – medium level

 

Course progress

PowerPoint Presentation materials, project realization and presentation templates, other support materials, data work, techniques to facilitate interactivity, such as simulations, exercises, case studies, individual and group activities will be used.

 

Duration:

3 days*

 

*The duration of the courses may vary according to the needs of the client; Additional modules such as Lean Six Sigma – specific tools, data analysis using Minitab software or Change Management Modules cand be added to the core curriculum

 

 

L
LEAN SIX SIGMA GREEN BELT

Description

The course introduces at an intermediate level Lean Six Sigma philosophy, tools and techniques to solve the problems in the process. Participants will be able to identify opportunities for improvement and will coordinate mediu to large projects with the aim of increasing product quality or quality, reducing variance and loss.

 

Target group

The course addresses people who are involved in improving processes and will coordinate improvement projects.

 

Objectives

Understand the importance of improving processes withnin your organization
Use the right tools to solve problems/ increase performance
Learn how to improve your processes useing the Lean and Six Sigma Methodologies (the 5 DMAIC steps to accomplish your projects)
Apply the principles and tools of Lean Six Sigma in every day work

 

Prerequisite knowledge required

Higher education, English, working with MS Office: Excel & PowerPoint.

 

Course progress

PowerPoint presentation materials, project realization and presentation templates, other support materials, data work, techniques to facilitate interactivity, such as simulations, exercises, case studies, individual and group activities will be used.

 

Duration: 

8 days

 

*The duration of the courses may vary according to the needs of the client and there is the possibility to split it in 2 or 3 sessions; Additional modules such as Lean Six Sigma specific tools, data analysis using MinitabTM software or Change Management Modules cand be added to the core curriculum

L
LEAN SIX SIGMA BLACK BELT(ACCELERATED COURSE FOR GREEN BELTS)

Description

The course presents at an advanced level Lean Six Sigma philosophy, tools and techniques to improve processes. Participants will be able to conduct complex projects, analyse process data using statistical tools (such as the Minitab software), provide coaching for Yellow and Green Belts, and generate significant financial benefits.

 

Target group

The course is addressed to people who have previously participated in the Lean Six Sigma Green Belt course.

 

Objectives

Identify opportunities for improvement and coordinate projects at the organization level
Lead complex improvement projects using the Lean Six Sigma methodology
Identify the best solutions and implement within your organization
Evaluate the financial benefits of the project
Apply the principles and tools of Lean Six Sigma to every day work

 

Prerequisite knowledge required

Higher education, English, working with MS Office: Excel & PowerPoint – medium/ advanced level.

 

Course progress

PowerPoint Presentation materials, project realization and presentation templates, other support materials, data work, techniques to facilitate interactivity, such as simulations, exercises, case studies, individual and group activities will be used.

 

Duration:

12 days*

 

*The duration of the courses may vary according to the needs of the client and there is the possibility to split it in 2 or 3 sessions; Additional modules such as Lean Six Sigma specific tools, data analysis using MinitabTM software or Change Management Modules cand be added to the core curriculum

A
APPLES & ORANGES™- FINANCE FOR NONFINANCE

Invite people to think like business owners – so they can base their future decisions on sound business thinking.  Apples & Oranges™ brings financial statements to life through its simple, profound model of a company. Participants form the incoming management team of A&O Inc. – an established company that is facing some tough challenges. The company is losing market share and there are increasing demands from suppliers and customers. A&O Inc. needs a new, disciplined financial strategy. Teams learn how to monitor cash flow, make resource utilization improvements, and measure results in the balance sheet and income statement. Participants of all experience levels are able to gain new skills or build on prior experience to:

  • read and interpret financial statements;
  • identify critical elements affecting profitability;
  • analyze financial ratios and key performance indicators, and make priorities accordingly.

Participants will explore the cause-and-effect relationships that govern a company’s financial statements – and develop an intrinsic business sense that will govern their future decisions in every day work.

C
CAYENNE™- PROJECT MANAGEMENT

A company has just completed a large project and, in hindsight, it did not deliver as much business value as was originally expected. There were budget and time overruns, and neither the project sponsors nor end users seem too satisfied with the result. Participants are asked to go back in time to see if they can identify the hot buttons and deliver a better result. Participants diagnose signs and symptoms of potential problems, and mitigate them using limited resources. The storyline loosely follows a typical IT implementation of a new business system.

However, the challenges are universal and easily recognized, such as:

  • key stakeholders are not engaged… get their attention or trust your own judgment?
  • new insights arise… revise the scope or stick to the plan?
  • project team is overloaded… take quick action or make systematic changes?
  • actuals are not in line with budget and timeline… adjust figures or adjust ambitions?

Participants quickly recognize that you cannot please everybody all of the time. The art to project work is to balance the needs of key stakeholders – sponsors and steering committee, the project delivery team, and the end users of the organization – in order to create maximum business value.

D
DECISION BASE™- STRATEGIC MANAGEMENT

Six capital-intensive companies are competing for customers in a highly competitive, rapidly changing marketplace. Participants take on the role of the management team – comprised of finance, production, marketing and corporate intelligence. Their challenge is to make the right investments at the right time – and to get the required return. Teams manage the strategic, operational and financial variables that will help lower costs and penetrate new markets. Tough investment decisions lie ahead:

  • invest now…or later?
  • pursue all markets… or just a few?
  • take the lead… or be an early follower?
  • build efficient assembly lines… or flexible flow shops?
  • borrow money… or earn it first?
  • stick to the basics… or pursue the cutting edge?

Teams learn to better utilize financial statements and financial ratios as planning tools to boost productivity and profitability over a 10-year period. Working together, they increase their awareness of the complex nature of inter-departmental financial relationships. And in the process, they understand what it takes to pull in the same direction – as well as how to bring their new skills and insights into reality.

E
ENTERPRISE™- STRATEGY IN ACTION

Success is a moving target. How do you get all your people behind your strategy in a marketplace that is rapidly changing? In the Enterprise™ business simulation, six companies compete for the same customers in a dynamic marketplace. Participants take on the roles of the management team – comprised of Marketing and Sales, Development and Services, Planning and Delivery, Finance and Control. The main challenge is to build, and successfully execute a strategy that leads to winning results. Teams embark on a business adventure with promises of risks and rewards where they have to be on their toes and think strategically to succeed.
Enterprise™ challenges participants to deal with uncertainties and balance short-term results with long-term value. The teams need to:

  • decide on a desired market position;
  • target and sell to preferred customers;
  • meet customer demands by developing an attractive and profitable product portfolio;
  • deliver with excellence by getting the most out of people and processes;
  • create strong, sustainable brand value;
  • keep track of financial results – both short and long term.
L
LIVON™ - MARKETING AND COMMERCIAL STRATEGY

Four retailers are in tough competition for the same customers in a growing market. The overriding challenge is to build and retain a profitable customer base. Who will emerge as the market leader?  At the start, the four retailers are "all over the place". They soon learn that their company cannot be everything to everyone, and that competitive positioning is critical. Which current customers should they keep? Which prospective customers should they target?
"To be successful means to build a strong market position and develop the ability to defend it". The management team needs to decide on a desired market position and capture it in the most cost-effective way.

Teams analyze baseline market research to help them make tactical choices:

  • go for the high end of the market… or the low end?
  • pursue a unique niche… or attack a competitor’s stronghold?
  • build capacity in advance… or wait for the demand to grow?
  • compete on differentiation… or on price?
  • defend your achieved position at all costs… or move to another?

Through this, teams learn what it takes to be "glocal" – to adopt a global framework of a corporate strategy and make it successful in local market conditions.

P
PERFORMANCE™ - EFFECTIVE MANAGEMENT

This can be a serious challenge, if people in your organization tend to view the glass as half empty rather than half full. So how can you encourage people to see the opportunities, rather than focusing on the limitations? In Performance™, teams of four participants exercise their business minds by following the case story of Fenix Inc. In three chapters, they help Fenix Inc. to get the basics right, create a competitive advantage, and finally to win the business. Throughout the workshop, participants draw parallels to their own reality, reflecting on the challenges and opportunities for their own company.
Participants from all levels and functions can come together for a constructive dialogue about a broad range of strategically important issues, such as:

  • product life cycles;
  • disruptive technologies;
  • supply chain efficiency;
  • value-added services;
  • customer segmentation;
  • short-term vs. long-term profitability.
S
SALES ENDEAVOUR™ - OPPORTUNITY MANAGEMENT

Sales Endeavour™ will help your team increase sales, improve close rates, reduce cycle times, and give management greater insight into the organization’s sales pipeline.
This is an exciting combination of real-life sales application and an interactive learning simulation that gives sales professionals a chance to work through existing sales opportunities methodically and strategically in an engaging and competitive atmosphere.
During the simulation, participants navigate their way through a challenging sales opportunity filled with risks, unexpected detours, "rat holes", competitive informants, changing organizations, hidden agendas, shifting buying preferences, unreasonable expectations, strong competition, and customer uncertainty. In other words, real life!
By the end of the program, participants leave with a fully developed sales plan for one of their own prospects as well as the skills and insight needed to win more sales in the future. The best part: the process is repeatable!
Sales Endeavour™ ultimately saves sales professionals valuable time and resources by helping them think through strategic considerations, such as buyers and competition, so they choose only the most productive and profitable opportunities to pursue.

T
TANGO™ - INTANGIBLE ASSETS MANAGEMENT

If you are in the business of selling knowledge and expertise, the value of your company extends well beyond financial measures. Likely, your most valuable asset is your people, and that means you must overcome unique challenges:

  • How do you attract and retain the right people in fast moving industries?
  • How do you get the most out of employees while still remaining an "employer of choice"?
  • How do you ensure that your people align with your growth strategy and ability to acquire and retain profitable customers? 

In the Tango™ business simulation, participants develop the skills required to fully leverage their people as a source of competitive advantage, and execute a successful business strategy.
The challenge is to attract and retain the right clients and employees in order to create short-term profits and long-term value.
As a result of the Tango experience, your employees will be equipped to:

  • gain a competitive edge – to attract the right employees and client;
  • strategically plan and staff projects for optimal capacity utilization;
  • maximize cash flow and profitability – to provide for flexibility and growth;
  • grow your company’s know-how – not just the competence of the employees;
  • retain and develop your people in line with their goals and your company’s strategic vision.
T
THE MEDICI GAME™ - CREATIVITY AND INNOVATION

What do goat’s milk, spiders, and fishing line have in common? Music records and airlines? Ant behavior and telecommunications routing? Most of us would assume nothing. But out of each of these seemingly random combinations have come radical innovations that have created whole new fields. 

Participants take a fascinating journey to the Intersection – a place where ideas from different fields and cultures meet and collide, ultimately igniting an explosion of extraordinary new innovations.
Based on the bestselling book “The Medici Effect” by Frans Johansson.
During the seminar, teams discuss and explore:

  • What is a breakthrough innovation, and how does it occur?
  • What type of conditions foster – or obstruct – innovation? Are we working with the right assumptions?
  • How well do we leverage our diversity to explore, find and capitalize on new growth opportunities?
  • How will we make it happen?
B
BUSINESS MIND AGILITY (CELEMI PERFORMANCE)

A positive, yet realistic vision on the business situation is invaluable for achieving success. This is what the teams of 4 members who will take part to the Performance Workshop will get. In three stages, they will simulate the Fenix Inc. case, getting familiarized step by step with the basic elements, creating competitive edge and achieving success. The teams will eventually have a common, overall picture on the key elements that influence the business, paying increased attention to the clients’ needs and the decisive factors in difficult situations.