Marketing for your company: Understand customer, do marketing right
Understand marketing. Touch your customers´ feelings. Prepare your own plan.
Make your marketing and business in line with customer expectations and exceed them.
Which phase are you in?
Drawing your own development
Typical marketing failures
How to avoid failures
Analyses of successful companies
Advertising and brand management
What you can learn
Customer in the center
Meet and know your customer
Analyses of your marketing and business
Making structure and improvements for your business
Creating your own strategy
Solving small problems
Doing right things in the right time
Creating your own secrets and difference
Be a leader
Think like a leader
Governance, Risk Management & Compliance (GRC) Fundamentals
To ensure that an individual has the core understanding of GRC processes and capabilities, and the skills to integrate governance, performance management, risk management, internal control, and compliance activities.
GRC Basic terms and definitions
Principles of GRC
Core components, practices and activities
Relationship of GRC to other disciplines
GRC Fundamentals Training Course Overview
GRC Capability Model –Introduction
GRC Key Definitions
GRC standards and frameworks
GRC applications and technology
Strategic Development: Thinking, Planning, Management and Leadership
This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.
The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution.
After attending this course, delegates will be able to:
Describe the main problems that are faced by a large bank;
Explain the various approaches to organisational development planning;
Analyse the current business environment and influences affecting the organisation;
Analyse resources within and external to the organisation;
Explain the various approaches to managing strategy and it place in the business plan;
Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm.
Apply a deeper understanding of strategic development plans;
Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team;
Define approaches to managing the identified risks;
Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy;
Design policies, systems and processes to successfully implement the emergent strategic plans;
Cover the key steps in change management
Who Should Attend
Newly appointed as well as established Managers and Team Leaders
Heads of Operations
Senior Bank Managers
Human Resource Managers
The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience. There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments. Open forum discussions will also be a key element.
Session 1: Strategic Thinking
The meaning of ‘Strategic’
Three Core areas of Corporate Strategy
Process, Content Context
Process linking the three core areas
Session 2: The Challenges of Leadership
Management & leadership
Expectations of leaders and their staff
Identifying leadership traits
What makes a good leader
Inspiration, impact and charisma in leadership versus the “loner”
Session 3: Establishing a Vision
‘Mission’ Vs ‘Vision’
Why strategic plans fail and how to avoid failure
Agreeing a Robust Vision
The Need for Clarity and Measurability
Getting Buy-in to the Vision
Session 4: Becoming Strategic
‘Strategic planning & thinking
Developing techniques to think strategically
Identifying critical skills needed to succeed
Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.
Session 5: Analysing the Current Business Environment and Influences
The General Environment
What are the Key Influences Impacting
Business Product/Service Cycles
Session 6: Analysis of Resources
Analysing the Organisation
The holistic approach
Cross Organisational Assessment
Financial, Human Resources, Operations, Systems, Style
Session 7: Motivation & Change Management
Money as a motivator
Resistance to change
The DREC curve
Approaches to change management
Session 8: Establishing the Strategy
Turning ‘Vision into Reality’
Creation of Strategic Movement
Developing Strategic Options
Identifying the Stakeholders
Cross Organisational Buy-in
Potential conflict areas
Session 9: Projects and Measures of Success
New Projects Vs Business as Usual
The need for KPM’s
Using the Scorecard Approach
Key business drivers and traceability
Hard & Soft Measures
Establishing a metrics framework
Session 10: The Implementation Process
Resource allocation, strategic planning and control
Building the team
Projects Vs ‘Business as Usual’
Session 11: Managing the Strategic Change including Conflict Management
The need for conflict – is it healthy
Conflict as a problem
The causes of conflict
Managing, mitigating and/or avoiding conflict
The impact of the change and managing the effects
Selling the benefits of change to the organisation
Minimising the downside
Keeping the plan on track
Session 12: Assessing Your Team
Discussion groups & Forums
Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss.
Session 13: Dealing With people
Bank cultural style
Bank and management policy style
Your personal style
One to one encounters
Dealing with your own bosses
Selling issues and challenges to your team
Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this?
Session 14: Communication Skills
Oral, written, electronic
Encouraging two way communication
Encouraging esprit de corps
Using “Top down” directives
Dealing with resistance
Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?
Session 15: Management styles
Your preferred style
Your institutions style, your boss’s Style
What works best for your department
What works best for the team
Case Study/Exercise: Do you think the collegiate style of management favoured by most management gurus is the best?
Session 16: The Role of a Manager
The move from Team member to Supervisor
The role in ensuring my Team achieves Team goals
Ensuring the Team continuously improves
Managing the whole role – time management & effective goal setting
Leadership ‘Presence’ – looking like the Leader
The Influence of Supervisor Behaviour – on the Team, on each Team Member
The focus of the effective Supervisor
Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?
Session 17: Managing Problems
Dealing informally, semi formally and formally
Methods of problem solving
Enlisting help and guidance
Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief?
Session 18: Motivation
Basic motivating factors
Creating the right environment
Case Study/Exercise: How would you persuade your team to work on a weekend without extra reward?
Session 19: Delegation
The art of delegation
When to delegate
What is trade finance
Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?
Session 20: Conflict & Resolution
Dealing with challenges to your authority
Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority?
Session 21: Staff appraisals
Encouragement and guidance
Dealing with weaknesses
Case Study: You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.
Starting Business in China
This course is designed for business owners, entrepreneurs and managers who want start a business in People's Republic of China. It focuses on professional services industry (consulting, hi-tech, etc...), though people working in other industries can also benefit from the course.
Th motivation to create this course was that there are a lot of courses focusing on culture or pure legal aspect of doing business in China, there was no course which would comprehensively cover all aspects of the business.
This course does not provide any legal advise. It is provided by people who started their own business in China, not lawyers.
Choosing type of company
Process, departments and permissions
Limitation of operations in China
Regulations in different areas
Office renting requirements
Choosing office provider
Company chops (stamps)
Significance of chops
Types of chops
Basics of accountancy in China
Where to host
Permission to host in mainland china
Search Engine Optimization
Very Short Cultural Hints
Learning the language
Other things you shall know
The training is designed to help anyone who are thinking of implementing or working on a balanced scorecard project
Measuring Business Strategy
Learning and Growth Perspective
Linking Balanced Scorecard Measures to Your Strategy
Structure and Strategy
Managing Business Strategy
Achieving Strategic Alignment: From Top to Bottom
Targets, Resource Allocation, Initiatives, and Budgets
Feedback and the Strategic Learning Process
Implementing a Balanced Scorecard Management Programme
Using The Internet As A Marketing Channel For Businesses
Why Focus On Using The Internet As A Marketing Channel [for Promotion & Consumption of your products and/or services]?
Your company may have a superior product in terms of Brand Recognition, Pricing & Usability however - without giving adequate attention to the path that the product takes before it end up in the hands of the end user; your organization can quickly find itself losing significant market share.
The internet is becoming increasingly involved in the purchasing decisions of the end user. The internet can be both a strategic Promotion as well as Consumption channel. The challenge however is for organizations to incorporate the internet into the corporate plans from a strategic perspective.
Benefits of attending this comprehensive course will include :
Learning practical tips how to stabilize existing client bases, acquire new customers and ultimately drive revenues
Getting simply stated, armed with the practical, down to earth, tried and tested information
Enabling the organizations to modify and extend their strategies & Tactics as appropriate in order to separate themselves from the competition
Why should you attend?
The overall effective use of the internet as a channel to market works in conjunction with the existing components of the Business strategy, such as Branding, Pricing, the USP & specific target Market segments in order to ultimately sell more to existing customers as well as acquiring new ones. As the focus of this program extends far beyond the standard practice of a company having a website and employing an agency to run Pay Per click campaigns all those involved with the Sales, Marketing and Support functions of the organisation will gain from exposing themselves to the content of the seminar.
Theory into Practice
The program examines and challenges key existing offline Marketing strategies & tactics and makes use of discussion and analysis as a foundation of how to incorporate them with full use of the internet and the New Technologies as a marketing channel.
Attendees will be given practical examples, tools and techniques which will help them to strengthen and bolster existing plans by incorporating the internet into Business and Marketing strategies, making use of the new technologies.
Some of the sections & subject matter of the seminar are as follows:
Engaging customers via the corporate website
Social Media Marketing
Pay per click traffic vs/in conjunction with organic traffic generation
Outsourcing traffic generation vs PPc fees
Developing traffic generation via natural organic search listings
Bringing clients into the lead generation funnel via the internet
Building a database of potential clients
Auto responder systems
Generating market research subjects
Educating users in exchange for customer information
Online membership sites
Provision of online manuals and training
Identifying potential buyers
Dominating the search engines
Getting into the mind of the internet user
SERPS [search engine ranking positionings] for all major product categories
Natural organic traffic
Link Popularity / Link Reputation
Move clients from online to offline
Use of lead generation details
Engaging clients in various online stages
Selling at the top of the funnel
Cycles of online and offline communication
Affiliate and joint venture marketing
Engaging with partner organizations
Managing the relationship
Making use of customer list
Joint venture marketing
Social media as part of the overall business strategy
Generating traffic via social media presence
Which social media sites to focus on
Using lead generation to guide clients through the marketing funnel
Engaging with different types of content
This course is designed for all staff requiring a wider view of the Change Process to get the best results for their part of the business
Format of the course
A combination of:
Exercises and Case Studies
At the end of this course, attendees will be able to:
Explain the basic Change Strategies that underpin the planning for change in an organisation
Understand the use and application of the 9 Change Principles
Construct a Change Plan suitable to their part of the business
Basic Change Strategies
How do we decide where the business is now?
Once that decision is made we can begin planning for change which will involve:
Planning to Attack: challenging the competition
Planning to Defend: protecting our current position
The 9 Change Principles in detail
Compelling Reason for Change
Clear Vision and Objectives
Context for Change
Emotional Responses to Change
Resistance to Change
Why do people resist change?
What are the potential benefits of resisting change?
Team Development through a Change Process
What are the challenges to teams in change environments?
What are the potential benefits of resisting change?
What should we do when change goes wrong?
How do we deal with conflict in the change process?
Creation of a implementable Change Plan for a part of the business
Understanding Your Brand and Your Business
This course is designed for all staff requiring a wider view of their part of the business; their specific roles within it; and of their involvement in improving its contribution to the organisation as a whole
Format of the course
A combination of:
By the end of the workshop, attendees will be able to:
Explain what “brand” is and how they can influence it
Understand the process for Change strategies and your company’s position within them
Detail the relevant principles underlying any change to a business
Realise the importance of Customer / Stakeholder relationships in the successful running of any business
Define the financial aspects of a business and of the delegates’ part of that business
Determine the important aspects of negotiating to ensure the best possible outcome for their part of the business
What is a “brand”?
What is your company’s brand?
What can I do to influence the strength of the my company’s brand?
Basic Change Strategies
The need for a company’s managers constantly to assess the current status of their part of the organisation – particularly when compared with its peers and competitors – and introduce pro-active (rather than re-active) changes
The “STARS” model of Change Strategies and Planning
How / Why previous change has gone well?
How / Why previous change has not gone well?
Lessons to be learned from previous change initiatives (in your company and elsewhere)
The 9 Change principles – and putting them into practice
Lewin’s model of Change Implementation
The Change Kaleidoscope
The Psychological Affects of change
How am I feeling now? How are my colleagues felling now?
How will I / they feel as a change process unfolds?
Customer / Stakeholder Relationships
What is a Customer?
What is a Stakeholder?
How can I get the most from each Customer / Stakeholder interaction?
The Service : Profit Chain
Financial Aspects of a Business
Profit & Loss Accounts
Vision / Mission Statements
Objective Setting to meet deliver the Mission Statements
Performance Management to exceed the agreed Objectives
Negotiating for Best Results
Communication in Negotiation
The importance of Effective Presentations
Different Negotiating Strategies
The 3-phase Negotiating Process
Business Plan building with Business Motivation Model
Attendees will learn the principals behind the modeling of business strategy, and the specifics of doing so using the Business Motivation Model from the OMG. Delegates will build a company business plan during the course complying to the BMM standard
The Business Motivation Model
Key Ideas in the Business Motivation Model
Reaction to Change
Separation of Concerns
Overview of BMM Structure
Course of Action
Externally-referenced Business Model Elements
Associations between Externally-referenced Concepts
Common Business Vocabulary
Processes Supported by the Business Motivation Model
Business Motivation Model Structure
Business Planing Process
Creating Ends and Means
Business Process mapping
Executing the model
This course has been created for analysts, forecasters wanting to introduce or improve forecasting which can be related to sale forecasting, economic forecasting, technology forecasting, supply chain management and demand or supply forecasting.
This course guides delegates through series of methodologies, frameworks and algorithms which are useful when choosing how to predict the future based on historical data.
It uses standard tools like Microsoft Excel or some Open Source programs (notably R project).
The principles covered in this course can be implemented by any software (e.g. SAS, SPSS, Statistica, MINITAB ...)
Problems facing forecasters
Customer demand planning
Seasonal changes in demand/utilization
Roles of risk and uncertainty
Time series methods
Econometric methods (casual methods)
Regression analysis using linear regression or non-linear regression
Autoregressive moving average (ARMA)
Autoregressive integrated moving average (ARIMA)
Forecast by analogy
Simulation and other methods
Probabilistic forecasting and Ensemble forecasting
Reference class forecasting
Senior Managers who need an insight into the issues of Strategic Management and its application
Format of the course
A combination of:
Case-Studies and Examples
By the end of the course, delegates will be able to:
Define issues underpinning successful strategic leadership and the link to a strong organisational climate
Describe a range of strategic business models and their potential implications for their own business
Define the critical concepts underpinning building high performing teams and managing change
Define and use key financial measures of strategic success
What is Strategic Management?
What are the Vision, values, mission statement for your organisation?
Role Clarity: what can you contribute?
A fresh look at Strategy and Competitive Advantage
Strategic Tools and a Strategic Planning Framework
A SWOT analysis for your company / department
Understanding Key Financial Statements
Management Styles v Organisational Climate
Management v Leadership
What Management Styles are available to be used? How should they be used?
What are the various Organisational Climate Factors? How should they be instilled?
How to merge Management Styles with Organisational Climate
Successful Change Management
Understanding and using the key Change Management Principles
Creating High-Performing Teams
The crucial importance of the stages of Team Development in creating High-Performing Teams
Strategic Planning in Practice
This training course has been created for investors, business owners, directors, managers, executives and analysts who need to develop strategic planning skills. It is not designed for academic purposes, but to start realizing your dreams today.
This course focuses on strategic planning for businesses in which flexibility and constant learning is the most important thing. The main emphasis is corporate and investment strategy using current real-world examples. Each course member will have the opportunity to create a strategic plan and learn how to implement it in practice.
Strategic Planning Overview
Strategic planning - why, when and what for?
When is strategic planning not desirable?
Strategic Planning Levels
SBU/Business and Division Strategy
Creating the Strategic Plan
Values and behaviours
Goals, tasks and responsibilities
Creating tasks using the SMART framework
Business Motivation Model
Quick overview of the standard
Software supporting Strategic Planning process
Strategic planning as an On-going Process
Who should be responsible for strategic improvements?
Using Business Motivation Model software to keep your strategy up to date
How to relate your processes to your business plan
Importance of Business Process Management (BPM)
Balanced Scorecard and performance measurement