Some customer implementations are briefly described below.
Construction and implementation of business strategies
A business strategy was created for real estate companies in the province. The process started by meeting with the company’s management to discuss their vision of the company’s future and goals. The company’s owners also participated in the discussion and it was clarified what they want from their ownership.
In the strategy process, the company’s customers and stakeholders were interviewed, filming their experiences of the company and its operations. A morning-long event was organized for the company’s staff, where they announced the start of the company’s strategy development, the schedule and how they can participate in developing the company’s competitiveness. At the same time, a summary of the video interviews of their customers and stakeholders was shown.
A survey was carried out for the company’s entire staff, which discussed, among other things, how the company’s operations can be made more efficient and how employees can make their own work more efficient.
The participants in the strategy group were selected from the company’s different personnel groups. In this way, different views were obtained on the development of the company and its future journey. The strategy group processed the results of the survey conducted for the entire staff and drew up a preliminary corporate strategy and its action programs.
A strategy seminar day was organized for the company’s entire staff, where the staff worked on and prepared the initial vision prepared by the strategy group.
Finally, the corporate strategy confirmed by the company’s management and owners was published to both the company’s staff and the most important stakeholders.
The implementation of the strategy was monitored for six months.
The company got in touch just during their rush period. We recommended starting the strategy process after their busy schedule. After the end of the rush period, the process was started by defining ownership strategies together with the company’s owners. The company had three different offices.
The company’s staff was informed about the start of the strategy process. Various surveys were carried out for them and the strategy group, which had personnel from different offices, worked together with the management on the actual company strategy.
In order to be able to authorize the operation of different locations and at the same time measure the performance and profitability of the operation, the company’s structure was changed into profit units.
During the implementation of the strategy, the company’s management team and CEO were also sparred.
Training day focusing on business strategy, i.e. the company’s “playbook” and the way of working. The training wanted to strengthen management, supervisors and staff to understand how important it is to strive for the same operating models in customer contacts via e-mail, phone and face-to-face. In addition, the training day took into account the goals set, the consistency of operations and the observation and elimination of wasted costs.
Training for managers of five large companies. The day dealt with stakeholder management, i.e. how the activities of one subcontractor affect other companies in the network. At the same time, the operating model of the common network was built.
Development of sales, marketing and customer service
In connection with the development of the company’s sales work, the sales skills of the salespeople were tested with a survey. A development path based on needs was planned for each of them and they were sparred with webinars, i.e. online seminars (an event carried out via the Internet, in which both the performers and the audience participate from their own computers). Some of the salespeople practiced telephone sales for two days at our company’s office. In this way, their sales work could be monitored and developed in practice. Part of the training was held in English, because there were also participants from both Sweden and England.
The experts’ training day built an understanding of sales, the sales process and additional sales. The skills of the experts at the customers were developed so that they could find additional sales targets for the company’s actual sellers.
Training day on customer service and marketing communications. Difficult customer situations, the importance of cooperation, well-being at work and self-sufficiency at work were also taken into account during the training day. In marketing communications, a new model for thanking customers was found, which received very good feedback from new and lost customers.
Development of management team work
The development of the activities of the association’s management team began by following the work of the management team by participating in observer meetings. Tests examining observation channels were carried out for members of the management team. The results of the tests were reviewed with the members of the management team. In this way, it was possible to explain why some of the members had conflicts related to personal chemistry and operating style. Some of the members of the management team had a different view of the issues to be discussed, and their methods of operation in the management team meetings were also partly contradictory. The development of operations also included going through the work of a professionally functioning management team and measuring the management team’s performance.
Development of supervisor and management skills
The person started as a company manager for the first time. She needed help to change the operation of the unit, resolve personal conflicts and maintain her own self-reliance. A personal development program was built for her, including training sessions and practice tasks. The personal training lasted for six months. She sent her superiors to similar training.
Training aimed at the company’s management and supervisors, where every two weeks they were given sparring training lasting a few hours in the morning on managing people, sign language, sales and customer service.
For the company’s supervisors, a half-year-long meeting, a webinar, or an online seminar (an event carried out via the Internet, in which both the performers and the audience participate from their own computers), was held, where supervisors from different locations in conference rooms developed their own managerial work and harmonization of the company’s internal functions under guidance.
In the training of the company’s new supervisors, their skills were developed regarding the responsibilities and duties of supervisory work, and they were given work tools and operating models for various supervisory situations. The training day also dealt with leading the meetings, making the group efficient and creating a team spirit.
The skills of a good employee
The company’s development day discussed the skills and behavior patterns of a good employee, as well as cooperation between different professional groups.
The training day focused on understanding oneself and different human styles and behavior patterns. As part of the training, perception channel and action style tests were carried out. Through the results of the tests and coaching for various exercises, it was observed how certain operating styles or observation channels might cause disagreements and even contradictions.
The company ordered performance training. In the planning of the training day, it was decided to deal with good presentation skills, fear of presentation and giving a presentation. The performer’s sign language and use of voice were also a key part. In the training day, we also practiced different models for building a presentation or giving different speeches. The participants’ presentations were videotaped, so they can see their own progress.