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Driving Organisational Efficiency



Free

Course CodeA111VVB3
Duration60 day(s)

Program Manager

Mr BS Rao

bs.rao@cii.in

919910120391


Social


This course is offered By Confederation of Indian Industry

Course Objective

CII has organised this webinar series on Driving Organisational Effectiveness. This series is aimed to bring the focus on subtle nuances related to business activities and achieving desired goals by fine-tuning them!

Learning Tools

  • Study Material - Standard

Course Delivery and Access Methodology

The course is delivered over internet.  You must complete the enrollment process before you can access the course.
You must use Internet Explorer 11.0 (or above), Mozilla Firefox 35.0 (or above) or Google Chrome 40.0 (or above) to use Quampus. Additionally you must install Adobe Flash Player (latest version) in your browser also.  Your browser must have Java Scripts enabled. There may not be difficulty in running on other browsers, but it is not tested on them.

Withdrawal and Refund Policy

Withdrawal is permitted but there will be no refund of payment.


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Chapter 1: Focus, Engagement and Discipline: The Success Mantra for All Businesses

Reference(s):
  • There is so much distraction in today’s business world, there is so much to do, that businesses find themselves under invested in 3 fundamentals of success – focus, engagement and discipline. Research shows that only a handful of people in an organization are clear about the organization’s goals, or how they contribute to them. This results in a lot of energy being used up on peripheral goals. It is equally evident that large parts of the work force are not excited or enthusiastic about their work. This primarily comes from a lack of clarity, and a lack of purpose, because they don’t feel connected to the organizations goals. Further, organizations are not disciplined about pursuing what is really important, because most o

Chapter 2: Segment your Market to Increase Revenue Exponentially

Reference(s):
  • It is a challenge to grow revenue in a flat market. With more competitors, and increasing client awareness, businesses have to understand their customers better, and sell more to existing customers than find new ones all the time.
  • This webinar discusses how you can expose revenue opportunities in your market by profiling your Customers, segmenting them, and increasing your revenue in exponents by addressing the exposed Opportunities.
  • In this webinar these issues were discussed in detail and solutions for businesses to consider, were shared.

Chapter 3: Leadership Imperatives for Enduring Success

Reference(s):
  • In this webinar, we introduce the imperatives of leaders including personal effectiveness, direction setting and communication, process definition and alignment with the organization, executing against the plan and having leadership conversations with the team.
  • This webinar provides a simple framework through which leaders can become successful in the long term.

Chapter 4: Increase Revenue Predictability Through Structured Planning

Reference(s):
  • Predictability, visibility and control are things all sales managers would love to have. But that requires multi-dimensional planning, i.e., not just revenue from a territory, but revenue breakups by every possible angle, e.g., client, product, channel, territory, sales person etc.
  • Structured Sales Planning is the bedrock of any effective Sales Management process. It asks incisive questions of the sales teams thus enabling them to seek and understand the leveraged behaviours that they need to regularly display in order to bring in results.
  • This webinar will be replete with Case Studies that will focus on real-life instances on how structured planning has resulted in not only enhanced revenue predictability but also results. It will also provide revenue planning tools & techniques. Sales managers easily can use these to increase their visibility, predictability and control on sales.

Chapter 5: How to go to Market with Your Strategy

Reference(s):
  • You are not just in a market; in that market there are customers, and amongst those are customers you value because they will pay you for what you provide them. It is, therefore important to create a strong value proposition for the customer, i.e., something the customer is willing to pay for as your valued customer.
  • The rapidly changing dynamics of the market compel organisations to deal with the reality- what was relevant yesterday, does not exist.
  • Agility and adaptability have become the foundation of any strategy.
  • This webinar discusses how to create a value proposition for your valued customers, and reach out to them in a way that they continue to do business with you. It provides real-life instances on how to effectively structure strategy to the nuanced market dynamics. It will also provide tools & techniques that Managers can employ these to sculpt a cohesive strategy that reaches out to its most vital resource, its customers.

Chapter 6: Negotiate Strategically – Never Leave Money on the Table

Reference(s):
  • Negotiation is often relegated to the end of deal making where pricing discussions commence – a methodology fast becoming obsolete, which the buyer community is totally exploiting. An alternative approach is to inject data based value at the onset of any business development activity, long before the negotiation stage.
  • Market Shifts Have Radically Altered the Selling Landscape.
  • • Buyers are now 60-90% ahead of sellers, with more data on you and your competitors.
  • • Buyer’s leverage data and the tactic, "I can get the same thing from your competitor cheaper."
  • • The line between sales and negotiation has all but disappeared making most generic sales and negotiation process training irrelevant.
  • • What negotiators need now is data, not tips and tricks.
  • In this webinar, learn techniques to negotiate strategically, in a way that you maximize revenues.

Chapter 7: Simplifying Execution

Reference(s):
  • Dr. Ram Charan, author of the bestselling book “Execution” once said “I will take second class execution over first class strategy any day”. In all our formal education, we learned a great deal about strategy. However, in our working lives, we spend far less time framing strategy than on executing it – without ever having received any formal inputs on execution at all!
  • In this webinar, we discussed a proven model that can be used repeatedly by managers to execute against their most important goals.
  • Our belief is that great organizations demonstrate four distinct characteristics:
  • Sustained Superior Performance. They significantly outperform financial and operational industry metrics consistently, over long periods of time.
  • Intensely Loyal Customers. Their customers are not only satisfied, but loyal advocates.
  • Culture of Performance. The people who work in great organizations are more than satisfied — they are energized and passionate about what they do

Chapter 8: How to make most from the First Time Managers?

Reference(s):
  • Many businesses face a challenge with first time and middle managers. The best individual contributors are made managers of people without any inputs on how to manage people. Then the best people managers are made managers of managers, and the best amongst them become leaders.
  • As they progress in their careers, they feel they are rewarded for what they have been doing in the past. As a result, they easily return to their comfort zone even when they have moved to the next level. The result is that managers focus on tasks that should be done one or two levels below them. This creates immense pressure on them, and does not allow the next level to develop. It also means the middle of the organization isn’t performing at desired levels.

Chapter 9: Influencing People to Achieve Results

Reference(s):
  • Influence is the fulcrum that all leaders use to extend and propagate their vision. It is one of those core essentials which can be developed and honed with practice.
  • In this webinar, we discuss how behavioural aspects of leaders can have a bearing on their ability to influence others. We elaborate on how leaders can make people gravitate towards them using a combination of attributes like persona, communication, and managing difficult situations.

Chapter 10: Increase Revenue Per Sale Through Selling Value to Customers

Reference(s):
  • Customers don’t necessarily buy because your products are the most innovative, or the cheapest, or because you have a great relationship with them. Those things help, but customers buy when they see value.
  • For example, a lot of customers watch movies at multiplexes which are far more expensive than normal cinema halls, because they see value in sound quality, cleanliness etc. The movie is exactly the same, but the value proposition is different.
  • This webinar focuses on how sales people can create value in the minds of their prospective customers so as to be able to maximize revenue, and create a trusted relationship with the customer.

Chapter 11: Customer Centricity as a Competitive Advantage

Reference(s):
  • There are two types of strategic decisions in a business – firstly what business are we in, is it interesting or not, and secondly what is our competitive advantage.
  • Now you could say our competitive advantage is price, but only one person wins on price – the cheapest – there is not much point being second best on price. Or you could say we innovate, but it’s not possible to innovate every day, and not everyone can innovate.
  • You could say we have a good image and that’s why people come to us. But image has to be more concrete than that, and that’s where customer centricity comes in.
  • It could differentiate you greatly, because very few people really focus on it.

Chapter 12: Innovation – Need of the Hour

Reference(s):
  • There are chances that some markets, products, or services change irrevocably by the time you finish reading this sentence. Technology is changing trends and spawning new ones in the blink of an eye, compelling businesses to innovate and disrupt. It has, for instance, radically changed the retail and travel industries in a matter of months. The commercial use of spectrum has created a new world of mobile applications and new businesses as a result, e.g., mapping solutions and cab hailing applications like Uber and Ola, significantly disrupting traditional taxi services.
  • It is essential that organizations prepare for dealing with innovation and the changes it brings. We discuss innovation at length in this webinar.

Chapter 13: Manager as a Coach

Reference(s):
  • Over the years, there is a sea change in manager-subordinate relationships. No longer can managers expect to order their staff and are expected to do the job. In today’s world, people like to be involved in decisions regarding their work. They are knowledgeable and well informed, and they want that this should be acknowledged in the workplace.
  • Increasingly, successful managers are coaching their team members rather than telling them what to do. In this webinar, we discuss coaching and coaching techniques that will help managers play this role in addition to the role they play as managers.
  • Use the human capital in your organisation to its benefit.

Chapter 14: Effective Decision Making

Reference(s):
  • In real-life business situations, decisions can often fail because the best alternatives are not clear at the outset, or key factors are not considered as part of the process. To stop this happening, you need to bring problem-solving and decision-making strategies together to clarify your understanding.
  • A logical and ordered process can help you to do this by making sure that you address all of the critical elements needed for a successful outcome. In this webinar, we discuss techniques that can be used to make effective decisions.
  • These are impactful decisions that people buy into, and then commit to act upon to achieve the desired results.

Chapter 15: Trust: The 'X' Factor in Business Success

Reference(s):
  • In a world where things are changing at a fast pace, decisions have to be taken quickly. This requires a high level of trust within, and sometimes outside the organization.
  • When trust is high, decisions are made quickly and the cost is low.
  • You could consider this to be like a dividend. For example, a decision taken in 30 days on, say, an INR1000 Crore transaction, would cost a lot less than if the decision were to take 90 days. Just consider the 60-day opportunity cost of INR 1000 Crores!
  • In this webinar, we discuss trust models and the behaviours that need to be demonstrated to increase trust amongst people and organizations.

No faculty members are assigned to this course.