Strategic Management Training Courses

Strategic Management Training

Strategic Management and Strategic Planning courses

Client Testimonials

Market Forecasting

Real-world, practical application of statistical modeling; keeping theory at bay and business needs in the forefront.

Thanks Bernard and Iza. It was a very good course and I appreciate your work.

Shelly Kunkle - Michelin, North America

Market Forecasting

Real-world, practical application of statistical modeling; keeping theory at bay and business needs in the forefront.

Thanks Bernard and Iza. It was a very good course and I appreciate your work.

Shelly Kunkle - Michelin, North America

Market Forecasting

Real-world, practical application of statistical modeling; keeping theory at bay and business needs in the forefront.

Thanks Bernard and Iza. It was a very good course and I appreciate your work.

Shelly Kunkle - Michelin, North America

Market Forecasting

Real-world, practical application of statistical modeling; keeping theory at bay and business needs in the forefront.

Thanks Bernard and Iza. It was a very good course and I appreciate your work.

Shelly Kunkle - Michelin, North America

Market Forecasting

Real-world, practical application of statistical modeling; keeping theory at bay and business needs in the forefront.

Thanks Bernard and Iza. It was a very good course and I appreciate your work.

Shelly Kunkle - Michelin, North America

Market Forecasting

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

... Babcock International

Market Forecasting

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

... Babcock International

Market Forecasting

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

... Babcock International

Market Forecasting

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

... Babcock International

Market Forecasting

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

... Babcock International

Strategic Management Course Outlines

ID Name Duration Overview
103 Strategic Planning in Practice 14 hours 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 Analysis Strategic Planning Levels Corporate Strategy SBU/Business and Division Strategy Operational Strategy Creating the Strategic Plan Vision Mission Values and behaviours Goals, tasks and responsibilities Methodologies Creating tasks using the SMART framework Business Motivation Model Quick overview of the standard Software supporting Strategic Planning process Strategy Implementation Information systems Assigning tasks Employee motivation 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
4173 Market Forecasting 14 hours Audience 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. Description 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 Investor uncertainty Economic planning Seasonal changes in demand/utilization Roles of risk and uncertainty Time series methods Moving average Exponential smoothing Extrapolation Linear prediction Trend estimation Growth curve Econometric methods (casual methods) Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics Judgemental methods Surveys Delphi method Scenario building Technology forecasting Forecast by analogy Simulation and other methods Simulation Prediction market Probabilistic forecasting and Ensemble forecasting Reference class forecasting
14417 Using The Internet As A Marketing Channel For Businesses 14 hours 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 Mobile Marketing Video Marketing Audio 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 List segmentation Identifying potential buyers Dominating the search engines Getting into the mind of the internet user Keyword research 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 Affiliate marketing 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 Content Delivery Using lead generation to guide clients through the marketing funnel Engaging with different types of content
21625 Strategic Management 21 hours Audience Senior Managers who need an insight into the issues of Strategic Management and its application Format of the course A combination of: Facilitated Discussions Slide Presentations 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 Financial Performance 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
120787 Starting Business in China 21 hours 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. Company types Choosing type of company WOFE Partnership Franchise Others Legal requirements Process, departments and permissions Limitation of operations in China Choosing Location Regulations in different areas Free trade-zones Municipalities Office renting requirements Choosing office provider Business Operations Company chops (stamps) Significance of chops Types of chops Hiring Subcontracting Basics of accountancy in China Marketing Website Where to host Permission to host in mainland china Search Engine Optimization Online Marketing Offline Marketing Very Short Cultural Hints Learning the language Myths Other things you shall know
9183 Business Plan building with Business Motivation Model 14 hours 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 Overview Key Ideas in the Business Motivation Model Business Perspective Motivation Reaction to Change Separation of Concerns Decomposition Metrics Overview of BMM Structure End Means Course of Action Directive Influencers Assessments Externally-referenced Business Model Elements Organization Unit Business Process Business Rule Associations between Externally-referenced Concepts Common Business Vocabulary Processes Supported by the Business Motivation Model Business Motivation Model Structure Business Planing Process Preparing Vision Market analysis Creating Ends and Means Business Process mapping Executing the model
21641 Change Management 21 hours Audience: 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: Facilitated Discussions Slide Presentations 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 Momentum Stakeholder Engagement Alignment Embedding Change Great Sponsorship 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? Handling Conflict What should we do when change goes wrong? How do we deal with conflict in the change process? Action Planning Creation of a implementable Change Plan for a part of the business
21624 Understanding Your Brand and Your Business 21 hours Audience 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: Facilitated Discussions Slide Presentations Exercises 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 Understanding “Brand” 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 Change Management 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 Financial Statements: Balance Sheets Profit & Loss Accounts Financial Forecasts: Budgets Cash-Flow Forecasts Business Cases Setting Objectives 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 Comparing Strategies Building Rapport The 3-phase Negotiating Process
193246 Marketing for your company: Understand customer, do marketing right 28 hours Understand marketing. Touch your customers´ feelings. Prepare your own plan. Make your marketing and business in line with customer expectations and exceed them. Marketing introduction Historical development Which phase are you in? Drawing your own development Failures Typical marketing failures How to avoid failures Practical excercises Successful stories Analyses of successful companies Inside look Outside look Advertising and brand management What you can learn Customer Customer in the center Meet and know your customer Customer thinking Customer satisfaction Analyses Analyses of your marketing and business Making structure and improvements for your business Creating your own strategy Action Solving small problems Doing right things in the right time Creating your own secrets and difference Extra Be a leader Think like a leader
139416 Strategic Development: Thinking, Planning, Management and Leadership 35 hours Overview 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. Learning Objectives 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 Product/Service Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers Methodology 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 Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leadership versus the “loner” Transformational leadership Case Study/Exercise 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 Case Study/Exercise Session 4:  Becoming Strategic ‘Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed Case study/Exercise 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 External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis  Case Study/Exercise Session 6:  Analysis of Resources Analysing the Orga​nisation The holistic approach Silo Issues Cross Organisational Assessment Assessment: Financial, Human Resources, Operations, Systems, Style Case Study/Exercise Session 7:  Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management Case Study/Exercise Session 8: Establishing the Strategy Turning ‘Vision into Reality’ Creation of Strategic Movement Developing Strategic Options  Strategy Implications Identifying the Stakeholders Cross Organisational Buy-in Potential conflict areas Countering Objections Case Study/Exercise Session 9: Projects and Measures of Success New Projects Vs Business as Usual The need for KPM’s Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard & Soft Measures Establishing a metrics framework Project Tracking Risk reporting Case Study/Exercise Session 10: The Implementation Process Resource allocation, strategic planning and control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs ‘Business as Usual’ Case Study/Exercise 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 Case Study/Exercise Session 12: Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings 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 Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance 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 Different styles Corporate/Management style 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 Textbook definitions 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 Resolution Referral 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 Carrot/stick approach Nurturing Patronage 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 Supervising Avoiding overkill Monitoring 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 Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures 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 Importance Objective Remuneration considerations Appraisal 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?.
182242 Governance, Risk Management & Compliance (GRC) Fundamentals 21 hours Course goal: 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. Overview: GRC Basic terms and definitions Principles of GRC Core components, practices and activities Relationship of GRC to other disciplines   Day One GRC Fundamentals Training Course Overview GRC Capability Model –Introduction GRC Key Definitions Day Two Learn Component Align Component Perform Component Day three Review Component GRC standards and frameworks GRC applications and technology GRC certifications
73805 Balanced Scorecard 14 hours The training is designed to help anyone who are thinking of implementing or working on a balanced scorecard project Measuring Business Strategy Financial Perspective Customer Perspective Internal-Business-Process Perspective 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

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