A megbízásunk célja:

A DOOR nyerte a megbízást arra, hogy elvégezze a Munkaerő Fejlesztést (alapkompetenciák) és a Menedzsment Fejlesztést (vezetői és menedzsment kompetenciák) ezen vezető IT vállalat számára.
A DOOR trénereket biztosít, akik belső képzésen (TTT) nyerik el a megbízóval egyetértésben a minősítést arra, hogy a megegyezés szerinti térningeket megtartsák. A szerződésünk részeként minden egyes részterületre a DOOR egy Mester Trénert nevez ki, aki a TTT-ket tartja, és a projekt során biztosítja a folyamatos magas minsőégben való teljesítést.

Kiterjedése:

Több mint 60 országban, 5 kontinensen. magyarországi munkatársaink a Európa/Közel-Kelet/Afrika régióban rendszeresen tartanak angol nyelven is tréninget, hazánk hírnevét öregbítve.

Nyelvek:

Angol, illetve a helyi nyelvek (kérésre részletes lista)

Ajánlat, tananyag és módszer:

Munkaerő fejlesztési tananyag

Üzleti gondolkodás
Csoportok közötti együttműködés
Csoporttagok közötti hatékonyság
Eredményorientált tárgyalás
Személyes felhatalmazás
Személyes hatékonyság
Hatásos előadás
Projekt menedzsment
Stratégiai gondolkodás
Munka a interkultúrális, és virtuális csoportokban

Menedzsment kiválasztási tananyag

Karrier fejlesztési coaching
Karrier modellek
Karrier stratégiák workshop
Problémamegoldás & Kreatív gondolkodás
Megbeszélés eszközei
Különbségek megbecsülése
Helyzettől függő vezetés
Változás menedzsment

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Business Issue:

DOOR was selecting deliver “General Leadership and Management Skills Curriculum“: the skills, knowledge, attitudes and behaviours required by an individual in order to achieve business results, through influencing people, improve personal competencies and behaviours and/or organisational processes or tasks which are not specific to their role

Global Scope:

Delivery in over 70 countries and 5 continents.

Languages:

English and local languages (Detail available upon request)

Offering, Curriculum & Methods:

PHASE 1

Business and Resource Planning
Business Writing
Career and Development Planning
Creativity and Innovation for Business Performance
Internal Consultancy Skills
Personal Power and Presence
Presentation Skills (Intro & Advanced)
Process Design & Use
Risk Assessment and Management
Stress Management
Value of Information Technology in the Business
Working Cross Culturally

PHASE 2

Advanced Strategy
Assertiveness and Self Confidence
Facilitation Skills
Influencing Skills
Introduction to Strategy
Time and Priority Management
Understand How a Business Operates
Working with Outsourced Service Suppliers

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Business Issue:

DOOR was selected to design and deliver the Employee Development (ED) courses (Core competencies) providing global learning consistency.

DOOR provides trainers and facilitators to attend/facilitate the Train-The-Trainer (TTT) certification courses.

Global Scope:

Delivery in over 27 countries

Languages:

English and local languages (Detail available upon request)

Offering, Curriculum & Methods:

Business Writing
Change Management
Communication Skills
Creativity & Innovation for Business Performance
Managing a Virtual Team
Make Your Meeting More Productive
Negotiation Skills
Personal Power & Presence
Presentation Skills
Problem Solving & Decision Making
Stress Management
Teambuilding
Working Across Cultural Boundaries
Working in a Virtual Team

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Business Issue:

Delivery of high potentials core programs at Ingersoll Rand University (IRU) focused on continuous leadership development and strategic competencies

Global Scope:

Delivery in Ingersoll Rand University sites (America, Asia, Europe) and local countries

Languages:

English and local languages (Detail available upon request)

Offering, Curriculum & Methods:

Interpersonal Leadership – IRU Core Program
Team Leadership – IRU Core Program
Roadmap for Change – IRU Core Program
Business Acumen – IRU Core Program
Project Management – IRU Core Program
Cultural Awareness
Bottom Line Innovation
Conflict Management

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It is a great sense of satisfaction to write this note of appreciation for the great work that you have done for us, which is building a robust and validated Sales Competency Assessment Tools.

Our journey in the last 4 years have been very rewarding in terms of building a solid system for assessing our frontline personnel and also in evaluating the competency gaps thereby enabling us to plan specific interventions to meet the needs.

Thanks for being part of our endeavor to build a competent and motivated frontline.

Pavan Bhatia (VP – Region CPO)

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Pirelli Business school offers a 3-year programme to develop salesforce in Spain.

Pirelli Tyre is the world’s fifth largest operator on the tyre market, with levels of profitability among the highest in the sector.

Within this market, Pirelli Tyre focuses on the high-end segments characterised by elevated technological contents and high performance. These are segments in which Pirelli has established itself in positions of leadership with regards to both its car and motorcycle tyres: “Pirelli tyres are today seen as synonymous with quality, emotion and ultimate performance.”

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OPEN FOR BUSINESS

For those of you who would like a clearer picture of what the Academy is all about, here is an in depth article that explains everything you would ever want to know about the SSA.

Sales do not happen by themselves. In a tough, fast-moving commercial environment, selling is about establishing a relationship with your customer that is based on trust and a genuine insight into their needs.

For Sony Professional Solutions Europe (PSE), it is a huge challenge to provide more than 270 front-line account managers across Europe  with the skills and support they need to engage successfully with their professional customers. To create an even more robust, expert sales team, Sony with the support of DOOR decided to create the Sony Sales Academy. “Customers buy on the strength of relationships, and that is especially the case in the professional world,” says Sales Academy Training Manager Mike Wallace. “Establishing customer intimacy is a fundamental building block in our drive to become a more consultative, solutions-based provider.” Crucially, the Sony Sales Academy is not just an off-the-shelf training resource.

Developed for Sony by DOOR, it is based on a deep analysis of PSE’s business needs as well as those of our customers and channel partners. “We have got ambitious organic revenue target towards 2010 for growth and increased profitability,” explains Mike, who has overseen the project’s development. Stated simply, the goal of the Academy is to provide staff with the skills and knowledge they need to sell Sony products and solutions more effectively. To achieve this, the Academy programme balances “pure” sales training with a robust framework of technical and product knowledge. There is a wide range of training modules available, optimised for Direct Account Managers, and Channel Account Managers as well as Senior and General Managers.

Since the Academy’s spring launch in 2008, many of the PSE sales force have already been through the “Solution Selling” course. Local-language sessions (available in English, French, German, Italian and Spanish, Portuguese and Russian) are conducted in small groups, with a strong emphasis on interactivity and role playing to complement more formal “classroom-style” teaching. Training is customised for each individual based on a thorough assessment of their needs and skills gaps. To augment the training modules themselves, there is a complementary programme of on-the-job “embedded activities”. This is hosted via our “LOVE Learning” (Learning Objectives Validation Evaluation) online system that manages and tracks all learning activity for each sales person and their manager.

“The Leadership Team and Local Management are committed to developing our people through strategic development programmes like this one. The programme was developed specifically for Sony and we encourage every member of the sales team to make the most out of the opportunity to attend the courses,” says Sony PSE Vice President Naomi Climer. One Key Account Manager who has already benefited from the programme is Claus Løfberg of PSE Denmark. Claus has been at Sony just over a year, looking after direct sales of visual display solutions of Sony’s retail/transportation/venues (RTV) customers.  “The Academy was helpful in providing practical structure and background theory to support my selling,” says Claus.

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• Industry: Retail
• Products/Curriculum: Train the Trainer (TTT), Knowing Adidas, 52 Training Pitches
• Training Population: Sales representatives in over 150 shops EMEA-wide (Turkey, Greece, Cyprus, Bulgaria, Russia, Hungary, Slovak Republic, Czech Republic, Poland, South Africa)

Company Profile

The sporting world was forever altered in 1920, the year Adi Dassler constructed his first pair of shoes. Since then, adidas AG has become a global leader in the sporting goods industry as well as a pioneer in sporting goods technology. Products from the adidas Group – from footwear, to apparel, to accessories – are available in practically every corner of the world. Their unmistakable “three stripes” logo is everywhere: at major sporting competitions, on street corners, and in households.

In 1997, adidas acquired the Salomon group and the company’s name changed to adidas-Salomon AG. On January 31, 2006, adidas-Salomon AG acquired Reebok International Ltd. This Reebok transaction marked a new chapter in the history of the adidas Group. By combining two of the most respected and well-known brands in the  sporting goods industry worldwide, the new Group was set to benefit from a more competitive worldwide platform, well-defined and complementary brand identities, a wider range of products, and a stronger presence across teams, athletes, events and leagues.

Seeking a Coach

Although there are instances when the customer knows what they want in a product, and will stop at nothing to purchase it, there are many instances where external factors influence their decision. A poorly trained employee can quickly influence a customer’s decision negatively. In a large number of stores within their emerging market territory, adidas discovered that this was happening at undesirable levels. It became clear that there was no passion for the customer.

The inspiration for change is a result of adidas’ mission to create employees that are knowledgeable regarding their latest technological developments and, more importantly, proud to be selling their products. By employing mystery shopping, the qualitative assessment tool, adidas systematically took note of specific flaws which they knew had to be eliminated in order to raise employee awareness and, in turn, create more sales.

High employee turnover was another reason for seeking help from DOOR. It was clear that a self-defeating cycle was perpetuating itself at adidas stores: low-skilled employees were not making many sales nor being promoted and thus, were leaving the stores to look for employment elsewhere. For DOOR, the solution was obvious. By empowering employees with the necessary skills to raise sales, and instilling them with a bond to adidas, both problems could be solved through one comprehensive training programme.

Adidas’ Path Towards Passion

By identifying and understanding their flaws, adidas was able to find a suitable partner that would aid them in training and coaching their store managers which would internally serve as a means to train their employees. DOOR would lay the foundation for adidas, helping them achieve their desired goals and vision. At the core of this partnership is the development of improvement points which would be tailored to each store. DOOR’s belief in global presence and local excellence ensured that only a perfect fit for each store would be acceptable.

The first task was creating a passion for adidas within the employees. For this, DOOR created “Knowing adidas,” the overall objective of which is evident through its title. This programme was created to ensure that within a years time, all new employees and managers would be on the same wavelength concerning adidas’ vision, mission, strategy, and future. Upon completion of the programme, all adidas retail employees would convey the same message regarding adidas’ organisation, products and technologies, sales skills and visual merchandising. A goal of this task was for employees to be able to give an informative, yet interesting description of adidas in a 1-minute presentation.

After designing a curriculum, the first step was to train their store managers with DOOR’s specifically tailored courseware to the point that they would be able to coach their employees for an extended period of time. The process began with a Train the Trainer (TTT) programme, delivered by a DOOR Master Trainer to adidas store managers. The TTT contains an overview of the training programme, guidelines on how to deliver the training as well as coaching support. This programme emphasises both effective leadership attitudes and the maximisation of learning results. It describes the “You-approach,” where employees are instructed to focus their comments and insights on the customer, and champion the tailoring of language where appropriate. This programme heavily emphasises the coaching aspect of teaching and tries to cultivate a friendly competitive sales atmosphere.

Implementing Change

Change never comes without some form of resistance. Therefore, DOOR dedicated a large portion of the training programme to gaining authority and respect from our customers’ team because we believe this is the best method to minimise difficulties resulting from change-reluctant employees. DOOR also recognises the importance of active listening, constructive criticism, and asking open-ended questions; thus, a module is dedicated to each of these topics respectively. Each module is couched within the 6 facets of “passion for performance,” the slogan of our adidas programme. The 6 areas of selling targeted were:

• smile – eye contact (how to successfully engage customers)
• consumer – modes (different ways to respond to consumer types)
• listen – understand (determining and fulfilling consumer needs)
• product – presentation (learning about products and how to present this knowledge)
• fitting room – experience (understanding the influence of the fitting room)
• consumer – passion (developing a desire to create enthusiastic consumers)

Solidifying Change

Thus, while the passion for performance is a sales programme, the “52 Training pitches” was used for anchoring the recently acquired knowledge. These pitches were given from a DOOR Master Trainer to the store managers, which they delivered to their employees. On an allocated day of the week, the store manager must dedicate 30 minutes to his employees and expand upon 1 of the 52 “pitches.” Each pitch is a short saying which conveys a specific message targeted at improving crucial aspects of selling, which were separated into 5 different categories:

• customer enthusiasm
• sales
• products
• visual merchandising
• complaints

As this is a continuous project, after the training has been completed there are supporting materials and embedding tools which reinforce the teachings. It is through the process of embedding this programme’s teachings that the employees truly became better salespeople for an extended period of time.

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A holistic training system specifically designed for Hyundai Dealer Principals, Sales Consultants and Sales Managers to enhance customer satisfaction.

Key facts:

• The problem: Enhance customer’s satisfaction and dealership experience
• Products/Curriculum: Customized TTT, Sales Academy programme
• Training Population: Over 100 countries on 6 continents
• Industry: Automotive

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