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Some Case History of Our Work
 An International Bank
Business Challenge
The business need was to create a new culture at the bank that would help cut back unnecessary meetings. Aligning people with a new culture of shorter but more effective meetings was crucial to the vision of this bank.
Solution
The solution started with a strategy of meetings seminar conducted in a full 2 day format for all key managers and executives over a 52 week period. Following this seminar, there was a Stage 3 Assessment completed by the participants and their immediate supervisors. In the Stage 3, participants evaluate themselves on their use of the new skills 3 months after training. Their immediate supervisors also score them on the same measurement scales to confirm their use of their meeting skills.
Results
The seminars generated ideas for ways to own and co-own meetings without having them to be too long or be boring and ineffective.
The bank noticed behavioral change in the way the participants communicated and participated in meetings after the training and their level of confidence in approaching management with new ideas. Noted especially was participants’ desire to be more pro-active in volunteering for work outside their normal scope.
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A Leading Radio Company
 Business Challenge
A radio station with an aging rediffusion arm was primarily interested in being ahead of its competition. The leadership of the radio group realized that an organizational culture change would set their company apart since radio stations were once again beginning to mushroom throughout the country. As traffic jams grew, so did radio listenership; there was a revival in this old-fashioned media as millions tuned in when the roads are clogged. In the client's words, they wanted the radio station to become the “channel of choice”-- more like your friend on the road.
The radio station was also looking to reduce turnover since many staff members had left to join new stations. The highly competitive radio market translated into intense competition which led to many employees moving from one station to the next. By investing in its people, this radio station would likely increase loyalty as well as establish its leadership.
Solution
The participants went through a change management program tied in with a sales and an interpersonal managing skills module over a period of 7 months.
Results
The client witnessed a behavioral change in the way people responded to each other and this improved their teamwork in a challenging business environment. . This effort to generate an organizational culture change through training yielded an entirely new office environment which was more productive and conducive for people under pressure to work in. The refreshed internal environment led to a reduced turnover rate and restored the "competitive and combative spirit” of its leaders. The radio station was poised again for market leadership.
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 A Leading Cinema Group
Business Challenge
This company's major business problems were two mergers and growth in an anti-copyright environment. They have an ambitious plan to build more cinemas than any of their competitors and to remain solidly as the market leader in film distribution and exhibition, with a view of expanding to other related entertainment areas. This growth is directly linked to developing focused decision-making, enhanced teamwork, and improved morale.
Solution
The senior managers of the company went through a yearly management program conducted over 3 days for 8 years. These were supplemented by additional seminars which were identified by senior management as being essential skills required of their management team. Middle managers that buttressed the company operational functions received skills training in customer service, supervision and decision-making, and were additionally trained to train their own departmental staff in several train-the-trainer sessions. Customized training packages included development of Leader’s Guide for several of their modules. We were also involved intimately in writing their Standard Operational Procedures (SOP) and testing their operational efficiency and customer responsiveness through the Mystery Customer Programs.
Results
The management is experiencing new behaviors like improved teamwork, better communication, conflict resolution and decision-making. Overall, employee morale is much higher despite the pressure of needing to stay on top as the market leader. They are applying the tools that are helping them become more effective in approaching management problems on a daily basis. There is a significant improvement over the lack of initiative at the ground level and greater responsiveness in decision-making at senior management level.
The Senior Management group is now moving forward in the planned direction with improved teamwork and more energy. They will be involved with innovative marketing projects that can be quantified when our solution delivery is completed.
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 A Unit Trust Arm of a Major Bank Group
Business Challenge
The chief business need in this organization is growth. They were looking to double their sales in the next two years after years being in the doldrums. They realized that an agency sales force will generate rapid growth but such a sales force was difficult to build in a weak market environment. Business sentiment was low and the stock market has not performed for several years. They need to build up to at least 200 agents in the next 18 months to take advantage of any turnaround in the market.
In the past, this unit trust company did not have a strong sales force and had depended much of their previous sales on their holding company’s Over the Counter (OTC) Sales over their banking service counters. In addition to the need to build a fast agency team, they were also seeking to make their agents more efficient closers. They want to quickly increase their agents’ ability to build business rapport by understanding the needs of their customers better when customizing sales.
 Solution
A series of strategic sales, customer service and account management training programs were used. Agency managers were given motivational training and sales management skills training. Besidescoaching, training and manpower development, our services were extended to include the difficult task for building an agency force, including recruitment and motivation of all 200 members.
Results
The seminars were successful in getting the agents engaged and motivated. They found the seminars full of useful tools applicable to real sales situations they face daily. The company is now in the process of launching Phase II which will target more agents with a similar program tailored to their needs into the next 5 years.
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An International Pharmaceutical Company
 Business Challenge
The business need in this case was to maximize performance of the sales force in order to increase sales. To do this, the company aimed to build the credibility of the sales force selling their drugs in the market and, in turn, build the credibility of the drugs so that sales can dramatically increase across their main brands.
Solution
The company started with a specialized sales presentation and communication course and then moved into a customer centric program. The sales course was conducted over 3 full working days and the other elements that supported this core program was conducted over 12 weekly sessions.
Results
During the course of the training, the company witnessed a 5% to 7% sales increase. The OTC sales force achieved the desired level of trust and credibility necessary to effectively represent the company's drugs. For the first time in many years, they were receiving positive feedback from their customers on the strength and effectiveness of their presentations, rather than just waiting for trade offers or promotions. Also, a modified perspective of their jobs greatly altered the behavior of the sales force. This came from a distinct change noted from delivering pre-rehearsed presentations to building long-term relationships with pharmacists and medicine shop owners. This probably accounted for the increase in sales.
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A New Entertainment Company
Business Challenge
A new entertainment company with international affiliations decided to focus on 4 key areas of their business; Customers, Processes, People, and Profits. They expressed a need to improve their management skills with competencies in learning to connect to the market place, aligning their key people with specific outcomes and engaging selected supervisors, crew leaders and managers in a company-wide team building experience. They were interested to go far into the business and wanted a fast-track approach to building their people. Their core team, in particular, needed to use these skills to efficiently design and implement 5 large business entities with several thousand seating capacity in 4 locations over the next 2 years.
To ensure the core team would be successful, the company decided to focus on implementing a 2 year-long personal development program for all its 15 members. If the pilot proved successful, the core program will be cascaded across the organization. Thus that success would replicate itself to ensure  long-term survival and profitability for the company.
Solution
We brought in a team to develop a comprehensive program to bring a clear vision to reality, from its conception stage to implementation, including measuring all its outcomes. An important requirement of this strategy was the requirement to link all the management skills together, our foresight to iron out all the process improvements upfront and the need to make an early commitment to superior customer service.
Results
There has been a remarkable improvement in the project team to achieve pre-determined goals. The timeline is shorter, the team aligned, and the projects are running as planned and within budget. In addition, the business skills developed in the training process will one day serve as a platform on which to develop future leaders for this company. This exercise is still ongoing but the direction is clear: business at a profit.
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World-wide International Manufacturing Company
 Business Challenge
This company was looking to increase turnover and restore their poor financial performance during a tough period when their exchange rate preference was affected by the conversion to the Euro Dollar. The currency crisis following 1997 made the situation worse since all their machines were quoted in Euro Dollar and were immediately perceived expensive when compared to competitors. Technology became an enemy as the transition to electronics was too fast for a company with a history in high quality mechanical engineering. Despite a sterling reputation for quality and low downtime and an impeccable record for after-sales service, the company found itself very quickly lagging behind sales projections. Collection was also getting bad, so it was double whammy for management. Employees had difficulty in meeting the plans and budgets for projects; they were also not very responsive to changed circumstances. Morale became low as talks of downsizing were rumored along the corridors.
Solution
For a period of 30 months, training programs consisting of change management, communications, sales, interpersonal managing skills, emotional intelligence and train-the-trainer courses were implemented. Also included were sessions for debt collection which became a priority when cash reserves fell low.
Results
This company took a while to relinquish itself from the crutches of sagging sales and poor collection. Although there was some downsizing, morale remained high for those who remained with the company. The company underwent some reorganization and is now in the black again. Training was cited as an important factor in keeping people motivated and adjusted to new realities. People who were pulled in different directions in the past showed willingness to work together towards shared goals and over time, as a team, they were able to bring the company back to profitability.
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