- Adapt to shifts in their market
- Create brand empathy
- Embed new leadership behaviours
- Create ways of dealing with complexity
- Express a vision and strategy for their organisation and translate this into actionable objectives
- Deliver required stakeholder outputs
- Define organisational performance indicators
- Identify and develop talent
- Work across silos
- Reach objectives with reduced resources
- Make full use of diversity
- Empower staff and boost employee engagement
People we have worked with……
Swissport • Onet • American Airways • TfL (Transport for London) • SNCF • Societe Generale • HSBC • Bank of Ireland • Barclays • Royal Bank of Scotland • Central Bank of Kuwait • Adidas • Bourjois • L’oreal • Yves Rocher • Moët & Chandon • Bulgari • Le Meridien •Tower Hamlets Hospital Trust • Bahrain Ministry of Health • The European Parliament • Unicef • Xerox • Lexmark • Siemens • Cisco Systems • France Telecom • Total • Shell • APV Engineering • Danone • Nestlé • Fiat • Kelloggs • Procter & Gamble • Mercedes-Benz • Toyota & Lexus • Volvo • Selfridges • Marks & Spencer • Warner Brothers • Hard Rock • Esso • Citroen and more…
Case Study – Raw Materials
WHO: European based multi-national raw materials producer
NEED: To equip the global sales organisation with a strategic approach to sales, key account development planning and high level complex negotiations
SOLUTION: 3 courses with e-learning modules and team coaching delivered in 4 locations for staff from 15 countries across those regions – Europe, USA, China and Japan
- Insights Selling
- Strategic Account Management
- Complex Negotiations
All courses were linked by a red-thread industry specific case study developed by our team of professional writers
10 days of classroom training delivered over an 18 month programme duration
RESULT: All staff developed a personal 180 day business development action plan which was used for peer to peer coaching and individual coaching by the Regional Manager
- Sales volumes and revenues increased across all geographies
- Ratio of sales growth from retained business to new customer sales impulses increased
- Customer churn decreased
- Sales team turnover reduced
Case Study – Software
WHO: International Software Development Company – UK Headquarters
NEED: Development of a full HR framework to equip the company to deal with rapid growth internationally
SOLUTION: Intensive 1-1 interviews with key stakeholders from within the senior management structure in all locations. Whole day “expert panels” to obtain core data and “impressions”
- Competence Framework with +/- indicators
- Performance Measures and KPI’s
- Performance Management System
- Grading System with pay recommendations and incentive scheme
- Job Descriptions for all roles
- Competence – based Training Needs Analysis process
- Competence – based training curriculum
- Competence – based recruitment process
- Trainer training on all new processes and systems for HR and Management Staff
- User communication sessions
A 4 year project from conception to sign off
RESULT: Creation of a professional HR function replacing personnel administrators
- Decreased staff turnover
- Increased staff engagement
- Continuous professional development
- Industry leading profile – employer of choice
Case Study – Automotive
WHO: A top 5 vehicle manufacturer with top 5 worldwide brand recognition.
NEED: The brief was to reduce the amount of time away from the dealership by complementing traditional classroom training with an online programme aimed at customer facing sales staff joining the brand.
“From day one Clive had a strong understanding of what we were trying to achieve. His ability to deliver a brief and manage projects is superb” Client Training and Development Manager
SOLUTION: We developed a bespoke four-part programme blending knowledge with skill generation. The Client took an active role, contributing insights and working alongside the production team.
Parts one and two were knowledge driven, highlighthing product features and understanding the needs of customers.
Parts three and four demanded creativity. Developing skills through interactive customer simulations; over 300 videos were created to provide an engaging, stimulation and highly interactive series of customer scenarios where decisions were required and the users responses determined the success of the virtual sale.
RESULT: A unique learning experience delivering knowledge in a way that is fun and stimulates retention – these are the words of the client
The programme was successfully rolled out across the Clients network and was the start of a 10 year partnership producing a range of elearning tools covering sales, customer service and management disciplines.
The platform created was finally adopted by the Client, brought in house and eventually became part of their internal blended learning strategy – the ultimate accolade.
Case Study – Construction
WHO: One of Europe’s top 3 construction sector businesses
NEED: To drive a new and positive service culture into a large regional Technical Support Centre based in Egypt. The Technical Centre was supporting national business units across the Middle East, North Africa and southern Europe. The service culture had to support a challenging 5 year business plan which identified sales and profitability growth as critical performance indicators.
SOLUTION: Working with the client’s Strategic Planning team we developed a programme which required the most senior 50 managers in the Technical Support Centre to develop 2 year service and performance plans for their teams. A review was undertaken for each manager of their team’s key internal stakeholders – typically the management teams in national business units – and following the review each manager was given coaching support to create a people and business strategy that would support significant business growth in the stakeholders’ units. Specific change management tools were introduced through live training sessions, webinars and telephone/distance coaching.
RESULT: ‘For the first time our technical teams recognised how critical they were to the performance of our national business units’ – Regional Operations Director
‘The Technical Service Centre is now more confident of rationalising and communicating the priorities it has set for major projects in this region’ – Regional Director -Technical Services
Following the programme the change management instruments and processes were transferred into the client’s internal knowledge and learning functions so that the support for the Technical Centre and its stakeholders could be continued successfully into the future.
Case Study – Test Centres
WHO: US based multi-national organisation that operates test centres in over 100 countries.
NEED: To minimise cheating and maintain the robustness of the test function for candidates using the business’s 1,000+ centres. The solution also had to give confidence to the organisations using the centres to hold their exams and tests that strict security was being maintained over their question papers – it is estimated that for globally accredited institutes the theft of a question by disreputable sources can cost it $50,000.
SOLUTION: In partnership with the client’s senior management we implemented a Secret (Mystery) Shopper programme that used ‘bona fide’ candidates to attend their centres, take a test and challenge the centre’s adherence to strict procedural security standards, including dealing with spyware. Worldwide coverage was to be maintained with geographic emphasis being placed on countries known to be at risk of failing to meet security targets.
RESULT: The programme has run over the past two years, with follow up action being implemented for those centres that failed their Secret Shop.
- Client now has world-wide coverage of its centres – including Iran!
- Independent accreditation for meeting cheating and security targets
- Follow up visits to failed centres ensures continually rising performance
- Overall reduction of identified cheating
- Evolution of programme to meet the latest technical spyware threats
- Expansion to include on-site audits, reducing costs of Head Office attendance