sms catalogue_eng july 2013

WE COMPLETE YOUR SUCCESS

CATALOGUESME Management Solutions



SME MANAGEMENT SOLUTIONS

2

Technical Team

Coordination and Design :

Consultant & Business Edge Trainer Alberto da Barca

IFC-SMS Africa

Operations Officer : Mário J. Gomes - Email: [email protected]

Associate Operations Officer : Wilson Chafinya - Email: [email protected]

Contact :

International Finance Corporation (IFC)

Avenida José Craveiriha 160, Maputo - Mozambique

Second Edition, June , 2013

Maputo, Mozambique



3

Index

PART II: COURSES AND TRAINER MANUALS

PART I: INTRODUCTION

HUMAN RESOURCES MANAGEMENT.......12

FINANCIAL MANAGEMENT AND ACCOUNTING.............................................29

GENERAL MANAGEMENT & OPERATIONS...............................................22

MARKETING MANAGEMENT......................41

• Controlling Costs......................................31

• Working with Budgets..............................32

• Using and Analyzing Financial Statements..................................................33

• Developing a Business Plan for a New Venture...................................................34

• Evaluating Investment Decisions................35

• Controlling Business Assets.........................36

• Strengthening Your Financial Skills Ent repreneurs . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37

• Strengthening Your Financial Skills Farmers................................................38

• Credit Management................................39

• Money Management..............................40

IFC......................................................................8

BUSINESS EDGE.................................................8

SME TOOLKIT........................................................9

• Understanding Quality..............................24

• Achieving Quality.......................................25

• Auditing Quality..........................................26

• Controlling Physical Resources...............27

• Planning and Controlling Work..................28

• Caring for the Customer.............................43

• Achieving Success in Marketing..............44

• Assessing Marketing Opportunities.............45

• Developing a Competition Strategy..........46

• Positioning Yourself in the Market............47

• Establishing Your Marketing Mix Strategy....48

• Preparing Your Product Strategy..............49

• Working Out Your Pricing Strategy...............50

• Creating Your Distribution Strategy..............51

• Developing an Integrated Marketing Communication Strategy........................52

• Improving Your Selling Skills..........................53

• Gaining Consumer Insights.......................54

• Marketing Services.................................55

• Organizing for Successful Training & Development................................14

• Recruiting for Key Management Pos i t ions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

• Planning for Human Resources................16

• Retaining Top Employees.........................17

• Establishing Compensation and Benefits.18

• Appraising Performance.........................19

• Managing HR Communication................20

• Performing Effective Job Design................21



4

PERSONAL PRODUCTIVITY SKILLS.................56 TOURISM & HOTEL MANAGEMENT........70

• Motivating People....................................58

• Managing Change..................................59

• Managing with Authority........................60

• Delegating Effectively.............................61

• Managing Time........................................62

• Becoming a More Effective Manager...63

• Solving Problems.......................................64

• Communicating Effectively....................65

• Coaching at Work....................................66

• Influencing................................................67

• Using Information for Decision Making...68

• Leading Your Team .................................69

• Running a Sustainable Accommodation Business..............................................72

• Caring for the Guests 1 (Basic)................73

• Caring for the Guests 2 (Advanced)....74

• Saving Costs in the Accommodation Business...........................................75

• Marketing Accommodation Services....78

• Selling Accommodation Services.........77

• Motivating and Retaining Hotel Staff...78

GOVERNANCE.......................................79• Managing Risk........................................81

• Managing Relationships........................82

• Planning for Business Continuity............83

• Implementing Enterprise Governance..84

PARTE III: WORKBOOKS

HUMAN RESOURCES MANAGEMENT..........86• Organizing for Successful Training

& Development.............................87

• Recruiting the Right People......................88

• Managing Human Resources: an I n t roduct ion . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

• Appraising Performance.........................90

• Conducting Job Analysis ........................91

• Managing Relationships at Work...............92

GENERAL MANAGEMENT & OPERATIONS..............................................93

• Understanding Quality..............................94

• Achieving Quality ....................................95

• Planning and Controlling Work.............96

• Controlling Physical Resources............97

• Auditing Quality .......................................98



5

PARTE IV:TRAINING OF TRAINER MANUALS • Training of Trainers Manual....................130

• Training of Assessors Manual................132

• Corporate Value Chain (CVC) Training...133

• Training Franchise (TF) Model.................135

• Book Distribution (BD) Model .................136

• SME Toolkit Instructor Manual.................137

FINANCIAL MANAGEMENT AND ACCOUNTING...........................................99

• Controlling Costs......................................100

• Working with Budgets................................101

• Accounting for Non-Accountants.....102

• Making a Financial Case....................103

MARKETING MANAGEMENT...................104• Caring for the Customer...........................105

• Marketing: an Introduction......................106

• Conducting a Market Research...............107

• Target Markets.............................................108

• Planning and Developing Product............109

• Pricing and Pricing Strategy.......................110

• Promotion and Advertising......................111

• Building Public Relations.........................112

• About Customers: Gathering Informatio....113

• About Customers: Gathering Informa-tion on Purchasing Processes and Trend..................................................................114

PERSONAL PRODUCTIVITY SKILLS...............115• Motivating People..................................116

• Leading Change....................................117

• Management with Authority.................118

• Delegation Effectively............................119

• Managing Time......................................120

• Becoming a More Effective Manager..121

• Solving Problems.....................................122

• Making Communication Work..............123

• Making and Taking Decisions......124

• Leading Teams.......................................125

• Managing an Office.............................126

• Communicating in Groups....................127

• Negotiating effectively .........................128

• Training Manuals...................................139

• Workbooks........................................140

• Courses Duration...................................142

• Training Manuals vs Worbooks..............145

• Training of Trainers Manuals...................148

PARTE V: OTHERS



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PARTE VI: PARTNERS IN AFRICA

PARTE VII: CONTACTS

• BUSINESS EDGE.........................................150

• SME TOOLKIT.............................................151

• Contacts....................................................153



7

Part IINTRODUCTION



8

Business Edge™ consists of: 1. Management Courses: 59 management training courses and 38 workbooks in seven topic areas (Human Resources Manage-ment, Marketing Management, Financial Management and Accounting, General Management and Operations, Personal Productivity Skills, Tourism and Hospitality Management and Governance) designed for adult learners. This content is easily adapted to local business environments.2. .Delivered by Certified Business Edge™ trainers: IFC selects, trains and certifies trainers to customize the global Business Edge™ content to meet your specific needs, in your local lan-guage and using relevant case studies.3. Training impact measurement system: to demonstrate the return on training investment, Business Edge™ provides trainers with tools to document, evaluate and measure the results of the training within the set period. Some of the measurable benefits include changes in revenue, capital raised, cost, quality, etc.4. Quality control by IFC: IFC regularly undertakes assessment of the trainers to ensure clients get value for money.5. A global knowledge network: IFC facilitates sharing of best practices from projects among staff and Business Edge™ trainers to enable their clients to gain from IFC’s global experience. For more information, visit: www.businessedge-africa.com

) Business Edge™ is an IFC training system specially designed to strengthen the management skills of owners, managers and staff of Small and Medium Enterprises (SMEs). Business Edge™ was de-veloped in Vietnam and successfully deployed in China, Middle East, and a number of African countries. Como o Business How can Business Edge™ work for you?

IFC

BUSINESS EDGE

IFC, a member of the World Bank Group, is the largest institution. Development focused exclusively on the private sector. We help developing countries to achieve a sustainable develop-ment. We do this through the following: investment financing, service provision con-consultancy to businesses and govern-ments, and mobilizing capital in international financial markets. In the financial year 2011, despite the global economic uncer-tainty, we help our customers create more jobs, strengthen the performance, the environment and contribute to their commu-nities locations, all while we conduct our investments to reach a record of nearly $ 19 000 million. For more detailed informa-tion please consult the website www.ifc.org



9

SME Toolkit

The SME Toolkit is an online, interactive program that uses the latest in-

formation and communication technologies to help small and medium

sized businesses in emerging markets learn sustainable management

practices. The toolkit is freely available online and consists of four com-

ponents:

1. An easy-to-use Web and CD-ROM interface that allows users

to search or browse to locate the content they need.

2. Thousands of articles and tools covering the following areas

of business management: Accounting & Finance, Interna-

tional Business, Marketing & Sales, Human Resources, Legal &

Insurance, Operations, and Technology.

3. A content management tool that allows partners to manage

to add and update content.

4. Business training curriculum for consultants and SMEs

For more information, visit: www.smetoolkit.org



10

Part II COURSES AND TRAINER MANUALS



11

HUMAN RESOURCES MANAGEMENT

FINANCIAL MANAGEMENT AND ACCOUNTING

GENERAL AND OPERATIONS MANAGEMENT

MARKETING MANAGEMENT

PERSONAL PRODUCTIVITY SKILLS

TOURISM & HOTEL MANAGEMENT

GOVERNANCE



12



13

Managing HR Communication

Performing Effective Job Design

Appraising Performance

Establishing Compensation and Benefits

Planning for Human Resources

Retaining Top Employees

Recruiting for Key Management Positions

Organizing for Successful Training & Development




14

Course Summary

1. Target participants

2. Course objectives

4. Content

3. Course duration

The course Organizing Successful Training is targeted towards hu-man resources managers, training managers and business owners who are responsible for the training activities in their company.

After attending this course, participants are expected to be able to:

• identify the scope of training

• use tools to identify training needs

• prepare a training plan

• prepare a plan for assessing the impact of training.

This is two half-days course (7 hours). The 3 to 5 days between the 2 parts of this course will allow participants to prepare a Training Needs Assessment in their organization, as homework, and present it once returning to the training to attend the second part.

Day Content1 • Introduction to the workshop

• Section1 – Scope of training• Training – A means or an end?

• When to use training?

• Training – Rules of the game

• Section 2 – Needs assessment• Organizational analysis

• Task analysis

• Individual analysis

2 • Section 3 – Prepare a training plan• Setting learning objectives

• Estimating costs

• Choosing a training approach

• Planning for the application of training

• Section 4 – Training impact assessment• Levels of training impact evaluation

• Tools for training impact evaluation

• Concluding remarks, action planning and wrap-up

Organizing for Successful Training &

Developm

ent



15

Course Summary



4. Content

3. Course duration

The Recruiting for Key Management Positions course is designed for SME owners who are interested in learning how to recruit highly-qualified employees at salary and benefit levels appropriate to the candidate and the company.

At the end of this course, participants will be able to:

• dentify essential interviewing tools and methods;

• Make good decisions when selecting candidates for key positions;

• Negotiate salary and benefits effectively.

This is 1.5 days or three half-days course (10.5 hours). .


• Session 1: The recruitment compass• Recruitment: the challenges of HR managers

• The effects of wrong recruitment decision

• Recruitment view-point should be clear and con-sistent

• Session 2: Behavioral interviewing techniques • Basis of behavioral interview

• STAR – a tool for behavioral interviewing

• Step 1 – Develop recruitment criteria

• Step 2 – Prepare questions

• Step 3 – Collect data and classify STAR2 • Session 3 - Decision making in recruitment – Negotiat-

ing contracts and benefits• Assessment process

• Negotiating Compensations & Benefits conditions with candidates


Recruiting for Key Managem

ent Positions



16

Planning for Human Resources

Course Summary 1. Target participants


4. Content

3. Course duration

The Planning for Human Resources course is designed for SME own-ers who face challenges to the company’s development due to HR-related difficulties.


• Identify the role of HR planning in building the competitive advantage of the firm;

• Describe the process of HR planning;

• Describe process and tools in HR planning for key manage-ment positions.

This is 1.5 days or three half-days course (10.5 hours).


• Session 1 - No HR planning, no HRM• Role of HR planning in creating and maintaining com-

pany’s competitive advantage • Overall HRM functions• HR planning – a lighthouse for HRM

• Session 2 - The process of HR planning• Two basic mistakes in HR planning• Overall process of HR planning• Six steps of HR planning (steps 1, 2, 3)

2 • Session 2 - The process of HR planning (cont.)• Six steps of HR planning (steps 4, 5, 6)

• Session 3 - HR planning for key management positions • Roles of key management positions • Succession planning for key management positions




17

Retaining Top Employees



4. Content

3. Course duration

The course Retaining Top Employees is designed for owners and managers of SMEs. It will be particularly useful for employers who have consistent problems with high staff turnover – especially of top employees – that affect business performance. Finding ways to de-velop and retain a competent, energetic, and devoted staff com-mitted to sustainable business goals is one of the employer’s biggest challenges at present.

• At the end of this course, participants will be able to:

• Identify the importance of retaining top employees in supporting the company’s competitive edge;

• Explain briefly the functions of HRM;

• Describe the role of employer in retaining top employees

• Identify top employees by qualitative and quantitative meas-ures;

• Describe a number of ways to understand expectations of top employees; and

• Describe the tools for retaining top employees and ways to ap-ply them in practice.

This is 1.5 days (10.5 hours) or three half-days course


• Session 1 - Retaining top employees and competitive ad-vantage • Role of retaining top employees in supporting compa-

ny’s competitive edge

• Retaining top employees is a result of good HRM plan-ning

• Functions of HRM

• Role of employer in retaining top employees

• Session 2 - Top employees – who are they?• Identify top employees

• Competency assessment – ASK model

• Strategies for identifying and retaining top employees

• Session 3 – How to retain top employees• Top employees’ expectations and the strategies and

tools for retaining them2 • Session 3 – How to retain top employees (cont.)

• Attracting and recruiting toolkit

• Dissatisfaction reducing toolkit

• Motivational toolkit




18

Establishing Com

pensation And

Benefits



4. Content

3. Course duration

This course is designed for SME owners. It is specifically targeted to those who are responsible for establishing an effective salary struc-ture and compensations & benefits (C&B) system to attract, utilize, and retain talented staff. How to attract and retain top employees so that they are committed to the enterprise for the long-term has become an issue of top concern for employers nowadays.


• Define the role of the Com & Ben system in terms of Human Resources Management (HRM).

• Describe tools applied to set up an adequate Com & Ben sys-tem.

• Address issues related to salary increases and complaints in connection with a Com & Ben policy.

This is 1.5 days or three half-days course (10.5 hours).


• Session 1 – Com & Ben – a great challenge of HRM • Com & Ben and income structure• Impacts of Com & Ben system• Main goals of Com & Ben system

• Session 2 – Tools to set up an adequate Com & Ben system• Com & Ben system’s in line with business strategy• Key factors of adequate pay scales:

• Competitive pay scales• Equitable pay scales

2 • Session 2 – Tools to set up an adequate Com & Ben system (cont.)• Key factors of adequate pay scales:• Reasonable pay scales• Application of adequate pay scales

• Session 3 – Salary increase and problem-solving as to the Com & Ben policy • Salary increase for all staff and for individuals• Handling issues relevant to Com & Ben.




19

Appraising Perform

ance Course Summary 1. Target participants


4. Content

3. Course duration

The course, “Appraising Performance,” is designed for managers who have staff reporting directly to them. They are likely to be direc-tors, managers/deputy managers of departments, or supervisors in small and medium-sized enterprises (SMEs).

Human Resource managers and personnel staff who coordinate performance appraisals for the company may also wish to attend this course to ensure they thoroughly understand the topic in order to support company management effectively in fulfilling its responsi-bilities of performance appraisal.

The purpose of this course is to provide the skills needed by man-agers to conduct performance appraisals effectively; it does not to provide information on how to establish a performance appraisal process for a company

Upon completion of this course, participants should be able to:

• Describe common issues related to performance appraisal.

• Explain the importance of performance appraisal.

• Describe the process of performance appraisal.

• Describe the content of an effective performance appraisal form.

• Explain how to conduct effective meetings with staff regarding the outcome of their performance appraisal.

• Describe how to establish the proper environment for a perfor-mance appraisal system for their companies.

This is a two-day (14 hour) course.


• Session 1: Common Issues with Performance Appraisal• Common issues encountered during performance ap-

praisals• The current reality of performance appraisal in compa-

nies• Session 2: The Purpose and Benefits of Performance Appraisal

• The benefits of performance appraisal • The concept of performance appraisal • Purposes of performance appraisal

• Session 3: The Performance Appraisal Process and Necessary Tools• The performance appraisal process • The performance appraisal form • Common mistakes made in the performance appraisal

process• Communicating the outcome of a performance ap-

praisal 2 • Session 4: Establishing the Proper Environment for Conducting

a Successful Performance Appraisal• How to create an effective performance appraisal system

for your company. • How to inform managers and staff about the performance

appraisal system.• How to educate managers about their roles in the perfor-

mance appraisal process.• Concluding Remarks, Action Planning and Wrap-up



20


• Session 1: Employee Communication - The Foundation for Making Human • Roles of Employee Communication • Benefits of Employee Communication

• Session 2: Managing Employee Communication • Step 1 - Identify target employees of communication• Step 2 - Determine the information to be communicated• Step 3 - Select suitable communication tools

2 • Session 2: Managing Employee Communication (continued)• Step 3 - Select suitable communication tools (continued)• Step 4 - Monitor and evaluate the effectiveness of com-

munication • Step 5 - Establish a budget for communication

• Session 3 - Creating an Employee Handbook• Key content of Employee Handbook • Distribution of the Employee Handbook • Establishment of an Employee Communication Cycle


Managing HR C

omm

unication

Course Summary1. Target participants


4. Content

3. Course duration

The training course, “Managing HR communication,” is designed for participants who are Human Resource managers, those who make Human Resource Management decisions, or those who provide consultation regarding human resources to the General Manager or company owners.


• Explain the role and benefits of the employee communication in an organization;

• Establish processes to manage employee communication;

• Describe the content and tools necessary for successful em-ployee communications;

• Describe key components of an Employee Handbook.

This is a two-day course (14 hours).



21

Performing Effective Job D

esign

3. Course duration



4. Content

The training course on “Performing Effective Job Design” is designed for heads, department managers, and owners of small and medi-um-sized enterprises (SMEs).

After the course, participants will be able to:

• Explain the roles and benefits of job design.

• Describe and illustrate the job design process.

• Apply the job design process when organizing and assigning jobs to employees.

This is a two-day course (14 hours).


• Session 1: Job Design - The Cornerstone for Assigning “The Right Person for the Right Job”• What is job design? • Benefits of job design

• Session 2: Job Design Process• Step 1: Identifying the department’s objectives • Step 2: Determining the process and identifying jobs

2 • Session 2: Job Design Process (continued)• Step 3: Creating job data

• Job data and principles of creating job data• Job description• Key Performance Indicators (KPI)• Core Components of Competencies

• Responsibilities in job design• Session 3 - Assigning jobs to achieve the highest level of ef-

fectiveness • Difficulties in assigning jobs • Assigning jobs effectively




22

GENERAL MANAGEMENT & OPERATIONS


WE COMPLETE YOUR SUCCESS 23

Auditing Quality

Planning and Controlling Work

Controlling Physical Resources

Understanding Quality

Achieving Quality



24

Understand

ing Quality

3. Course duration



4. ContentThe training course, Understanding Quality, is designed for top and middle-line managers in SMEs who are responsible for the following areas of management:

• Quality planning and quality management in a company,• Purchasing of incoming goods,• Research and development and product design,• Operations of an enterprise,• Controlling the safety and quality of products,• Equipment maintenance and calibration,• Recruitment and training,• Customer communication and product delivery,• Controlling the warehouse.

After attending this seminar, it is expected that participants will be able to:

• explain the meaning of quality;• describe the benefits of quality improvement;• identify quality costs;• explain key elements of TQM;

• apply team work approach for quality;• explain basic concepts of ISO 9000.

This is a one and a half day (10.5 hours) course.


• Session 1: Quality and the customer• What is quality?

• How to achieve quality?• Why quality is important• Introduction to Quality Management System

• Session 2: Towards total quality• Traditional approach to quality• What is TQM• TQM key elements• Commitment to quality

• Session 3: Quality improvement team• TQM and SMEs• Finding ways to improve quality• Working as quality improvement team• Getting your team to work for quality

2 • Session 4: Introduction to ISO 9001 :2000• Quality assurance and ISO 9000• ISO 9001:2000 requirements• ISO 9000 series• ISO auditing and certification


Course Summary



Achieving Q

uality

3. Course duration



4. Content

The course Achieving Quality is designed for business owners, man-agers, and quality personnel of Small and Medium sized Enterpris-es (SMEs) who want to use quality as a ‘strategic weapon’ for their companies to survive, compete, and grow. The course is applicable to those who are responsible for implementing quality in their com-panies. Other staff is also encouraged to attend the course for bet-ter contribution to their companies’ quality activities.


• explain the four basic principles of a Quality Management Sys-tem (QMS) based on ISO 9000;

• describe the stages of implementing a QMS;

• carry out simple statistical and probability calculations to sup-port QM;

• demonstrate how the techniques of SPC (Statistical Process Control) can be usefully applied to work processes

• describe the five basic statistical tools for QMS and explain how to use them to control quality.

This is a two consecutive days (14 hours) course.

Day Content1 • Introduction to the course

• Session 1: Quality management system• What is Quality Management System (QMS)?• Four principles of QMS• ISO 9000 QMS standards• Four-stage implementation

• Session 2: Basic statistics• Mean• Range• Standard deviation• Distribution of data – Normal distribution

• Session 3: Statistical Process Control • Sampling• Probability• Acceptable Quality Level• Control Chart

2 • Session 3: Statistical Process Control (continued)• Application of techniques

• Session 4: Basic tools for quality control• Check sheet• Pareto chart• Scatter diagram• Cause - Effect diagram• Application of tools


Course Summary



26

Aud

iting Quality

3. Course duration



4. Content

The Auditing Quality course is designed for top and middle-line man-agers in SMEs who are responsible for the following areas of man-agement:

• Quality planning and quality management in a company,

• Purchasing of incoming goods,

• Research and development and product design,

• Operations of an enterprise,

• Controlling the safety and quality of products,

• Equipment maintenance and calibration,

• Recruitment and training,

• Customer communication and product delivery,

• Controlling the warehouse.

After attending this course, participants are expected to be able to:• explain the purposes and benefits of a quality audit,• identify the skills and attributes required for an auditor,• describe how to plan and prepare for an audit,• describe the methods and skills for carrying out an audit,• list the key elements of an audit report,• describe how to follow up and verify the results of corrective

actions.

This is a two days (14 hours) course.

Dia Content1 • Introduction to the course

• Session 1: Overview of a quality audit• What is a quality audit

• Internal Quality Audit – purposes and benefits

• Auditors’ skills and attributes

• Session 2: Preparing and conducting an audit• Preparation phase

2. • Session 2: Preparing and conducting an audit (cont’d)• Audit performance phase

• Session 3: Audit reports and follow-up actions• Audit reports

• Follow-up actions

• Closure of a follow-up action


Course Summary




3. Course duration



4. Content

The course Controlling Physical Resources is designed for top and middle line in SMEs who are responsible for managing stores, one of the main components of a company’s operations.

• Describe how to apply the five steps in the managing process for four resource types.

• Apply some measures for managing equipment more effec-tively.

• Understand basic inventory principles.• Describe six important principles to protecting the assets of en-

terprises.• Apply principles of managing technologies and controlling in-

ventory to improve the enterprises’ effectiveness of inventory management.


• Session 1: Various types of resources• The enterprises’ resources

• The 5-step process of managing resources

• Session 2: Equipment resources• Purchasing equipment

• Setting up equipment

• Using equipment

• Measuring operating ratios

• Session 3: Managing material resources• Dependent demand method

• Independent demand method


Course Summary

This is a one day (7 hours) course.



28

Planning and C

ontrolling Work

3. Course duration



4. ContentThe course, Planning and Controlling Work, is designed for:

• Managers in SMEs, meaning those who manage a team and are responsible to the company for their work;

• Staff in SMEs, especially those who have to work in a group or perform multiple tasks at the same time.

The purpose of the course is to help participants to apply the plan-ning and controlling work process into their work in order to achieve positive results. It also provides necessary tools for this process.At the end of the course, participants will be able to use basic plan-ning and controlling work tools. In particular, participants will be able to:

• Describe the planning and controlling work process.• Organize individual work effectively when dealing with multi-

ple tasks.• Plan for a team project.• Apply controlling and monitoring techniques.• Plan and control work when sources are shared with others.


• Session 1: The process of implementing work effectively• Definition of a task• The role of planning and controlling work• The process of implementing work

• Session 2: Planning and controlling tasks for individual work• Planning your tasks: time management skills• Controlling your tasks

• Session 3: Planning and controlling tasks for a team• Identifying the objectives and scope of a task• Identifying the things to do and steps involved• Understanding the process to carry out the task using

PERT and GANTT charts2 • Session 3: Planning and controlling tasks for a team (Cont.)

• Conducting resource planning and estimation of com-pleted time

• Starting to carry out the task• Controlling and adjusting during the implementation

• Session 4: Planning and controlling work when resources are shared with others• Issues that arise while performing multiple tasks• Planning and controlling work when resources are

shared with others• Session 5: Practice using Microsoft Project Software


Course Summary

This is a two day (14 hours) course. .



29




30

Money Management

Using and Analyzing Financial Statements

Developing a Business Plan for a New Venture

Evaluating Investment Decisions

Strengthening Your Financial Skills - Farmers

Strengthening Your Financial Skills - Entrepreneurs

Credit Management

Controlling Business Assets

Working with Budgets

Controlling Costs



31

Controlling C

osts

3. Course duration



4. Content

This course is designed for managers and staff of SMEs including:• board of directors,• head of departments,• chief accountant, management and financial accountants,• supervisors and section heads.


• identify different types of costs

• define the role of controlling costs

• analyze cost variance

• use tools for controlling costs

• create cost consciousness within an enterprise



• Session 1: Types of costs in an enterprise• Costs and expenses

• Direct costs and indirect costs

• Fixed costs and variable costs

• Session 2: The role of controlling costs • Identifying controllable and uncontrollable costs

• Reducing controllable costs

• Session 3: Cost standards and cost variances• Setting up cost standards

• Analysis of cost variances

• Cost information and decisions

• Session 4: Controlling costs system • Cost centers

• Three steps in controlling costs system: 1)Collecting costs, 2)Analyzing costs and 3) Controlling Cost

• Cost codes

• Session 5: Create cost consciousness • Key success factors




32

3. Course duration



4. Content

This course is designed for top- and mid-level managers in SMEs who are:

• members of the board;• department heads;• chief accountants, or management and financial account-

ants.Participants not mentioned in the list may not find the topic useful to their work


• identify the benefits of budgets.

• practice a basic process to set up the master budgets in en-terprises.

• use budgets to control the business activities.

• identify principles to effectively apply budgets in enterprises

This is a one and a half day (10.5 hours) course.


• Session 1: Budgets and the benefits of budgets• What is a budget

• The benefits of budgets

• Session 2: Budgeting process • Step 1 – Forming a budget team

• Step 2 – Identifying the decisive factor and the key budget

• Step 3 – Collecting and consolidating information

• Step 4 – Developing master budgets

• Step 5 – Approving budgets

• Session 3: Using budgets• Using flexible budgets

• Analyzing variance

• Taking actions2 • Session 4: Notes for manager

• Principles for successfully applying budgets in en-terprises


Working w

ith Budgets



33

3. Course duration



4. Content

This course is designed for owners and senior managers in SMEs in-cluding:

• board of directors,• head of departments,

especially those who do not have professional knowledge in Ac-counting and Finance and other people who want to use the infor-mation available from financial reports to take decisions.


• identify the functions of accounting information in decision making process

• explain elements of financial statements

• conduct basic analysis of financial performance

• use accounting information for decision making



• Session 1: The role of accounting in the decision making process• Role of accounting in making decisions• Classifying accounting information

• Session 2: Elements of financial statements • Balance sheet• Income statement• Cash flow statement• Notes to financial statements

• Session 3: Basic analysis of financial statements• Introduction to analysis techniques and analysis

benchmarks• Practicing analysis: profitability, liquidity, business

cycle, financial risk• Concluding remarks, action planning and wrap-up

Using and A

nalyzing Financial Statements



34

Developing a Business Plan for a N

ew V

enture

3. Course duration



4. ContentThe Developing a Business Plan for a New Venture course is designed for managers, who are involved in writing business plans for compa-nies. These may include:

• SMEs’ owners; • SMEs’ Board of Management;• marketing and sales managers;• finance and accounting managers;• operation managers.

Participants are required to possess knowledge in management, marketing and finance. In addition, they should have some level of experience to apply what they learn to their work activities. Other participants, outside the aforementioned group, may feel that this topic is not relevant to what they do.

It is expected that participants will be able to do the following things after attending this course.

• Name key considerations when writing a business plan.

• Apply a simple process to write a business plan effectively.

• Coordinate the various company’s departments and resourc-es in the process of writing the business plan.

• Present a business plan document.

This is a two day (14 hours) course.

Da y Content1 • Session 1: Overview of a Business Plan

• What is a business plan?• Types of business plan• Content of a business plan• Process to develop a business plan

• Session 2: Analyzing market and making a marketing plan • Market analysis.• Identifying competitive approach.• Identifying business objectives.• Making a marketing plan.

• Session 3: Making an operation and production plan • Roles of the operation and production plan in the busi-

ness plan.• Content of the operation and production plan.• Process of making an operation and production plan.

2 • Session 3: Making an operation and production plan (Cont.)• Process of making an operation and production plan.• Session 4: Making a financial plan

• Roles of the financial plan in the business plan.• Content of the financial plan.• Process of making a financial plan.• Considerations on financial aspects.

• Session 5: Writing a business plan• Considerations in business plan writing• Steps in business plan writing




35

Evaluating Investment D

ecisions

3. Course duration



4. Content

This course is designed for managers and staff of SMEs including:• Business owners, directors, shareholders, etc.• The Board of Directors and the Board of Supervisors,• Management,• Chief Accountant,• Others who supervise evaluation of investment projects.


• Define what an investment project is,

• Explain the impact of investment decisions,

• Describe the information needed to analyze an investment de-cision,

• Apply techniques in project analysis,

• Identify sources of capital for an investment project.

This is a one-day (7 hour) course.


• Session 1: Investment projects and the impact of invest-ment decisions• What is an investment project? • The impact of an investment project

• Session 2: Required information for the financial analysis of an investment project • Investment capital and profit• Project implementation• Net cash flows (NCF) • Residual value of a project

• Session 3: Techniques applied in financial analysis• The analysis of an investment project: • Payback period• Net Present Value (NPV)• Internal Rate of Return (IRR)• Analysis of non-financial cost / benefits

• Session 4: Sources of capital for an investment project • Long-term capital• Short-term capital• Principles of capital allocation




36

Controlling Business A

ssets

3. Course duration



4. ContentThis course is designed for managers and staff of SMEs including:

• Business owners, directors, shareholders, etc.• The board of directors and board of supervisors,• The chief financial officer (CFO) or chief accountant,• Others who manage or control business assets.


• Identify the various kinds of business assets,

• Describe the structure and elements of an internal control system,

• Develop asset control activities,

• Explain how to implement asset control activities effectively

This is a one-day (7 hour) course.


• Session 1: Various kinds of business assets• Session 2: Internal control system

• What internal control is

• The elements of an internal control system

• Session 3: Asset control activities • Cash and bank accounts

• Accounts receivable

• Inventory

• Fixed assets

• Session 4: Notes for managers




37

Strengthening Your Financial Skills - Entrepreneurs

3. Course duration



4. Content

The course is designed for micro entrepreneurs in Sri Lanka, those are operating their own business and have a desire to expand the exist-ing business. This course will be of great beneficial to entrepreneurs whose business are in manufacturing or service operation.


• describe the finances of your business;

• identify benefits of keeping business records;

• use simple book keeping tools;

• calculate costs of your products/services accurately;

• explain how to manage your cash flow;

• create a plan for business expansion;

• explain how to be qualified for a bank loan.

This is a 14 hour course. As a modular course, this training has sev-eral delivery options as follows:

• 4 half-day sessions with one-week to one-month break be-tween sessions

• 2 one-day sessions with two-weeks to one-month break between sessions

• 2 consecutive days


• Session 1: The future of your business • Your business vision• Opportunities vs. Constraints• A success story

• Session 2: Understanding the finances of your business • Cycle of business • Your business finances

• Session 3: Keeping business records• What is record-keeping?• Benefits of keeping records• Book keeping tools• Types of costs• Cost calculation

2 • Session 4: Managing cash flow • Cash flow management• Cash flow plan tool• Benefits of a cash flow plan• Develop an accurate cash flow plan• Improve your cash flow• Dealing with emergencies

• Session 5: Planning for business expansion • Common problems with expanding• Planning for marketing• Planning for operation• Planning for financial resources




38

Strengthening Your Financial Skills - Farmers

3. Course duration



4. ContentThe course is designed for commercial farmers in Sri Lanka who have a desire to expand the existing business. This course will be of great beneficial to farmers who are considering to:

• increase cultivation area, herd size or production capacity• produce or trade agricultural products (in addition to farm-

ing)• sell their agricultural products to a new market• produce new agricultural products.


• describe the finances of their business;

• identify benefits of keeping business records;

• use simple book keeping tools;

• calculate costs of their products/services accurately;

• explain how to manage their cash flow;

• create a plan for business expansion;

• explain how to be qualified for a bank loan.

This is a 14 hour course. As a modular course, this training has several delivery options as follows:

• 4 half-day sessions with a one-week to one-month break be-tween sessions

• 2 one-day sessions with a two-weeks to one-month break between sessions

• 2 consecutive days


• Session 1: The future of your business • Your business vision• Opportunities vs. Constraints• A success story

• Session 2: Understanding the finances of your business • Cycle of business • Your business finances

• Session 3: Keeping business records• What is record-keeping?• Benefits of keeping records• Book keeping tools• Types of costs• Cost calculation

2 • Session 4: Managing cash flow • Cash flow management• Cash flow plan tool• Benefits of a cash flow plan• Develop an accurate cash flow plan• Improve your cash flow• Dealing with emergencies

• Session 5: Planning for business expansion • Common problems with expanding• Planning for marketing• Planning for operation• Planning for financial resources




39

Cred

it Managem

ent

3. Course duration

Course Summary



4. Content

The course is designed for the following participants:• Business owners;• Members of Boards of Directors of small and medium sized

enterprises (SMEs);• Managers of SMEs.

• After the course, participants will be able to:

• develop strategies to qualify for credit;

• calculate and analyze their debt level;

• understand various debt management strategies;

• create a plan for debt repayment.

This is a two day (14 hour) course.


• Session 1: Establishing Credit• Types of credit

• Terms and conditions

• Qualifying for credit

• Session 2: Managing Debt• Cash vs. credit

2 • Session 2: Managing Debt (cont’d)• Debt management strategies

• Session 3: Repaying Debt• Student loan repayment

• Credit card repayment

• Other debts




40

Money M

anagement

3. Course duration



4. ContentThe course is designed for the following participants:

• Business owners;• Members of Boards of Directors of small and medium sized

enterprises (SMEs);• Managers of SMEs.


• set future financial goals;

• develop a spending plan;

• calculate educational expenses and amount to borrow;

• create a savings plan.



• Session 1: Basic financial issues• Setting and accomplishing goals• Opportunity cost• Money as a taboo subject

• Session 2: Creating and managing a budget• Develop a spending plan• Review your progress• Make changes

• Session 3: Student loans• What is a student loan?

2 • Session 3: Student loans (cont’d)• Identify your educational expenses• Evaluate your existing financial resources• Calculate funding needed

• Session 4: Saving and its benefits• Emergency cash reserve• Saving versus investing• Tips to encourage saving behavior• Rate of return




41




42

Preparing Your Product Strategy

Working Out Your Pricing Strategy

Developing a Competition Strategy

Creating Your Distribution Strategy

Developing an Integrated Marketing Communication

Strategy

Improving Your Selling Skills

Gaining Consumer Insights

Marketing Services

Positioning Yourself in the Market

Assessing Marketing Opportunities

Establishing Your Marketing Mix Strategy

Achieving Success in Marketing

Caring for the Customer



43

Course Summary



4. Content

3. Course duration

The Caring for the Customer course is designed for everyone in an organization; from managers to staff as customer care is a responsi-bility of every person in an organization.

After attending the course, participants will be able to:

• explain the reasons for caring for customers;

• define who the customers of an organization are;

• apply some techniques to serve customers better.



• Session 1: Understanding the importance of the customers• Session 2: Identifying who the customers are

• External customers

• Internal customers

• Session 3: Learning what is caring for the customer• What is caring for the customer

• The three pillars of customer satisfaction

• Session 4: Managing for customer satisfaction• A cascade of quality

• Roles of managers in caring for customers

• Human factors in customer services

• Implement customer care


Caring for the C

ustomer



44

Achieving Success in M

arketing

Course Summary



4. Content

3. Course duration

The course Achieving Success in Marketing is targeted towards:

• Owners of SMEs

• Marketing managers and marketing staff in SMEs

• Other managers in SMEs

• After attending this course, participants are expected to be able to:

• understand and explain what marketing really is, so that they can apply their marketing activites more effectively.

• In particular, participants will be able to:• explain what marketing really means and how marketing

can help your business (SMEs)• describe the basic steps in planning marketing strategies

and the items to be addressed in each step• identify the relationship between the steps in the market-

ing mix



• Session 1: What marketing really is• The concept of marketing

• Advantages and disadvantages SMEs might face when marketing

• Solution: Business Edge marketing courses

• Session 2: Marketing strategies• Steps in developing marketing strategies.

• Steps in positioning.

• Marketing mix.




45

Assessing M

arketing Opportunities

Course Summary

1. Target Participants


4. Content

3. Course duration

The course Assessing Marketing Opportunities is targeted towards:

• Owners of SMEs



• After attending this course, participants are expected to be able to:

• Analyze a marketing environment.• Use SWOT to identify strengths, weaknesses, opportunities,

and threats related to a firm.• Identify the main opportunities and issues of a firm.

This is a half day (3.5 hours) course.

Day Conteúdo1 • Introduction to the workshop

• Session 1: What is a marketing environment?• What is a marketing environment?

• Micro marketing environment

• Macro marketing environment

• Session 2: What should companies do when the environ-ment changes?• Reacting to a change in the marketing environment.

• SWOT.




46

Developing a C

ompetition Strategy

Course Summary1. Target Participants


4. Content

3. Course duration

The course Developing a Competition Strategy is targeted towards:

• Owners of SMEs



Depending on their position, the target participants need to attend this course in order to learn how to make the right marketing deci-sions in their business.


• Explain basic competition strategies.

• List competition strategies in marketing.

• Evaluate and select a suitable competition strategy for their business.



• Session 1: Basic competition strategies• Basic competition strategies.

• Some common risks when applying each strategy

• Session 2: Competition strategies in marketing• Competition strategies in marketing.

• Implementation principles




47

Positioning Yourself in the Market

Course Summary



4. Content

3. Course duration

The course Positioning Yourself in the Market is targeted towards:

• Owners of SMEs





• Explain how to do market segmentation and how to select a target market.

• Describe how to identify the core benefits of a product.

• Be able to write a positioning statement and assess the posi-tioning statement.



• Session 1: Market segmentation and selecting a tar-get market.

• Steps for market segmentation and selecting a target market.

• An explanation of each step.

• Session 2: Identifying core benefits.• Maslow’s hierarchy of needs.

• How to apply it to consumers and corporate custom-ers.

• Criteria to evaluate.

• Session 3: Writing a positioning statement.• Why is there the need to write a positioning state-

ment?

• A form for a positioning statement.

• What constitutes a good positioning statement?




48

Establishing Your Marketing M

ix Strategy

Course Summary



4. Content

3. Course duration

The course Establishing Your Marketing Mix Strategy is targeted towards:

• Owners of SMEs




• Explain how to identify marketing objectives.

• Describe the tools to help design the marketing mix.



• Session 1: Marketing objectives• SMART objectives

• Commonly used marketing objectives

• How to identify marketing objectives

• Session 2: Foundations To Guide The Marketing Mix• Close gap

• The readiness status of customers

• Product life cycle

• Pull-Push strategy




49

Preparing Your Product Strategy



4. Content

3. Course duration

The training course Preparing Your Product Strategy is designed for:

• Owners;

• Senior managers;

• Marketing or sales managers;

In small and medium enterprises (SMEs)

Individuals in such positions need to master the content of this course in order to be able to better make important decisions relating to the development and implementation of a pricing strategy that is suitable to the marketing and business strategy of their company.


• Analyze and decide whether or not to develop a new product

• Describe the levels of product development

• Select the level of product development to suit specific cir-cumstances

• Conduct new product development and new packaging de-velopment



• Session 1: When to develop a new product?• Compare the current product with its core benefit

• Compare the current product with its marketing mix strategy

• Session 2: How to develop a new product?• Levels of new product development

• Mistakes which happen in new product development

• Session 3: What is the process for developing a new prod-uct?• New product development process chart.

• New idea development.

• Packaging design.

• Testing – Product launch – Evaluation.




50

Working O

ut Your Pricing Strategy



4. Content

3. Course duration

The training course Working Out Your Pricing Strategy is designed for:

• Owners;

• Senior managers;

• Marketing or sales managers;

• In small and medium enterprises (SMEs)

Individuals in such positions need to master the content of this course in order to be able to better make important decisions relat-ing to the development and implementation of a pricing strategy that is suitable to the marketing and business strategy of their com-pany.


• Identify the factors that determine a product’s price

• Describe basic pricing strategies

• Explain different ways to adjust a price and give examples of when it is appropriate to apply each strategy

• List some reasons for adjusting a price and the potential reac-tion of related parties



• Session 1: What are the basic factors in pricing?• Internal factors of the firm

• External factors of the firm

• Session 2: Basic pricing strategies• Pricing for innovative new products

• Pricing for imitative new products

• Pricing for the product-mix

• Session 3: Adjusting a price• Discount – Allowance

• Segment

• Others

• Session 4: Changing a price• When to decrease a price?

• When to increase a price?

• The reaction of relevant parties




51

Creating Your D

istribution Strategy



4. Content

3. Course duration

The course Creating Your Distribution Strategy is targeted towards:

• Owners of SMEs





• Identify the role of a distribution channel in a marketing strat-egy.

• Design a distribution channel.

• Be able to select a distributor and sign contracts.

• Determine the way to manage a distribution channel.

• Modify a distribution channel.

This is a one and a half day (10.5 hour) course.


• Session 1: What role does distribution play?• What is a distribution channel? • Roles of a distribution channel.• Functions of a distribution channel.

• Session 2: How to design a logical distribution channel?• Analyse the customers’ service needs.• Establish the distribution channel objectives.• Select a distribution option.• Assess the distribution option.

• Session 3: Way to select and sign contracts with distribu-tion partners.• Criteria for selecting distributors.• The terms of contract for distributors.• Sales coverage.• Experience in building distribution channels

2 • Session 4: How to manage partners in a distribution chan-nel?• Training distributors.• Motivating distributors.• Assessing distributors.• Managing conflicts in the distribution channel.

• Session 5: How to modify a distribution channel effective-ly?• Change to the organizational structure of the distribu-

tion• channel.• Build a mixed distribution system.




52

Developing an Integrated

Marketing C

omm

unication Strategy

Course Summary1. Target Participants


4. Content

3. Course duration

The course Developing an Integrated Marketing Communication Strategy is targeted towards:

• Owners of SMEs





• Identify the roles and principles of communication.

• Explain the steps to build a communication strategy.

• Plan the implementation of a communication strategy.

• Describe the way to assess the effectiveness of a communica-tion strategy.



• Session 1: What is communication used for?• Roles and objectives of communication.

• Principles of communication

• Session 2: How to build a communication strategy?• Introduce the four steps to building a communication

strategy.

• Identify the communication target.

• Establish communication objectives.

• Write a communication message.

• Identify the communication mix.

• Session 3: How to implement a communication strategy?• Preparing a budget.

• Developing and implementing communication activi-ties.

• Session 4: How to assess the effectiveness of a commu-nication strategy?

• Criteria

• Methods




53

Improving Your Selling Skills



4. Content

3. Course duration

The training course Improving Your Selling Skills is designed for people working in Sales, such as Sales Managers, Sales Executives, Customer Relationship officers, Account managers and executives, etc.

This course is particularly helpful for those selling complicated, in-tangible or high end products and/or services which would require the seller to serve as a consultant.


• Explain the difference between consultative selling and con-ventional selling approaches.

• Describe the 6 steps of the consultative selling cycle.

• Practice consultative selling.

This is 2 day (14 hour) course.


• Session 1: What and why consultative selling?• Conventional selling vs. Consultative selling• Why consultative selling?• Consultative selling principles and cycle

• Session 2: Step 1 – Getting your customer’s attention• Preparing to sell• Identifying prospective customers• Approaching prospective customers

• Session 3: Step 2 – Arousing your customer’s interest• Customer’s three stages of needs• Moving the customer up to the highest stage of needs• Changing customer’s existing vision

2 • Session 5: Step 4 – Negotiating and dealing with objections• LAPACT – Objection handling tool

• Session 6: Step 5 – Closing the deal• Closing techniques• Common types of objections and how to deal with• Close an unsuccessful sale

• Session 7: Step 6 – Checking customers’ satisfaction• Why checking customers’ satisfaction• Some methods to check customers’ satisfaction• Follow-up




54

Gaining C

onsumer Insights



3. Course duration

3. Content


• describe what is meant by consumer insights

• explain the reason for acquiring consumer insights

• explain principles for generating consumer insights

• describe the process of generating consumer insights

• list four sources of information and four effective methods for data collection

• describe how to write a consumer insight

• explain the evaluation of an insight

• explain the basic applications of consumer insights.

The course, Gaining Consumer Insights, is designed for professionals responsible for their company’s marketing strategies. This includes marketing managers, deputy managers, business managers or own-ers of SMEs. The focus of this course is to build knowledge and to provide participants with the tools that will help them become more successful in their marketing activities.


• Session 1: What is a “consumer insight”? • The concept of “consumer insight”• The role of consumer insights in business

• Session 2: The principles and process of generating new “insights”• Four principles for understanding the consumer • The process for understanding consumers

• Session 3: Gathering information• Information about consumers • Sources of information • Methods of collecting information

2 • Session 4: Uncovering an insight • A thorough understanding of the information • Uncovering an insight • Evaluating an insight

• Session 5: Using “consumer insights”• Relationship between an Insight and Brand positioning • Relationship between an Insight and a new product• Relationship between an Insight and an advertisement• Practice


This is a two-day (14 hour) course.



55

Marketing Services



4. Content

The course Marketing Services is targeted towards owners and mid-dle managers of SMEs in service businesses (such as design, express delivery, restaurant and hospitality fields), who have at least two years of experience in the area and want to develop their business in a professional and sustainable way.


• Explain the four characteristics of a service

• Describe a model of market-focused management in profes-sional marketing services

• Explain ten marketing strategies that can really make a differ-ence Apply the 5 most important strategies for creating a dif-ference, which are:

1. Managing customer satisfaction

2. Managing service quality

3. Managing customer service

4. Organizing the creation and transfer of services

5. Communicating services to customers


• Session 1: The key issues for marketing services• Four characteristics of a service• The concept of marketing services• The market-focused management model• Overview of the ten strategies for marketing

services• Session 2: The strategies of service management

• Organizing production and transfer of the ser-vice

• Valuation of the service• Use of visible factors• Human resource management • Service communications

2 • Customer management • Session 3: The strategies for evaluating and improv-

ing service quality• Recovering from errors• Retaining customers

3 • Management of customer satisfaction and ser-vice quality

• Concluding remarks, action planning and wrap-up3. Course durationThis is a 3-day (21 hour) course.



56




Managing Time

Becoming a More Effective Manager Leading Your Team

Solving Problems

Influencing

Using Information for Decision Making

Coaching at WorkManaging with Authority

Communicating Effectively

Delegating Effectively

Managing Change

Motivating People



58

Motivating People



4. Content

The participants of this workshop are people who own small or me-dium sized enterprises or who are holding managerial and/or super-visory positions. The Motivating People course is also applicable to those whose job involves organizing and controlling the work of a team.

After attending the course, participants will be better able to:

• define work motives from a management perspective;

• name the factors that can influence the behavior of the peo-ple they work with;

• describe job enrichment principles;

• describe the manager’s role in motivating their employees;

• apply job enrichment techniques to motivate their employees.


• Session 1: What is motivation?• Defining motivation

• Value, attitude, and behavior

• Session 2: Theories of behavior• The theory of Needs from Abraham Maslow.

• The theory X and theory Y from Douglas McGregor.

• The two Factors theory from Fredrick Herzberg.

• The theory of Expectancy.

• Hackman’s and Oldham’s viewpoints

2 • Session 3: Make the work more interesting for the staff• Job enrichment

• Job rotation and enlargement

• Session 4: Role of the manager• Manager’s role

• Things to do to motivate staff

• Difficult circumstances


3. Course durationThis is a two day (14 hours) course.

Course Summary



Managing C

hange



4. Content

The Managing Changes course is designed for managers of SMEs who wish to implement change projects aimed at improving the ef-ficiency or effectiveness of their organization.

This course aims to help participants achieve the following objec-tives:

• Describe the nature of change

• Explain the role of managers in planning and implementing change

• Explain how to plan for a change project

• Explain how to run a persuasion campaign to implement a change project successfully

• Practise skills and techniques that are essential in the imple-mentation process.


• Session 1 – Change and the role of managers• The nature of change.

• The role of managers in change management.

• Session 2 – Planning for change• The six step model for the change planning pro-

cess (steps 1,2,3)

2 • Session 2 – Planning for change (cont.)• The six step model for the change planning pro-

cess (steps 4,5)

• Activities and tools for each step of the process.

• Session 3 – Implementing change successfully • Persuasion campaign

• Persuasion skills and practice

• Resistance and strategies to deal with resistance

• Monitoring, evaluating

• Success factors

• Concluding remarks, action planning and wrap-up3. Course durationThis is a two day (14 hours) course.

Course Summary



60

Managing w

ith Authority



4. Content

The Managing with Authority course is designed for the people hold-ing managerial and/or supervisory positions whose jobs involve giv-ing job related orders & instructions, making decisions, organizing resources and the like.

By completing this course the participants should be able to do the following.

• Explain the concepts of authority, power, and responsibility as well as their relation with each other

• Describe some methods of establishing and strengthening power

• Describe some strategies of influence

• Use power to manage effectively


Course Summary


• Session 1 – Establishing and strengthening power • Distinguish power, authority, and responsibility• Source of power• How to establish and reinforce power?• Application exercise

• Session 2 – Using power to influence on others• Distinguish power with influence• Strategies to influence• Some strategies to influence superiors and make

unsuitable influences invalid• Practicing influence skill

2 • Session 3 – Power and management• Not using power and misuse power• Principles of balance between power and work

effect• Power and management function• Empowering staff• Application exercise

• Session 4 – Creating environment to use power effec-tively • Environment for using power effectively




Delegating Effectively



4. Content

The course on Delegating Effectively is designed for the following candidates.

• Business owners.

• Members of the Boards of Small and Medium Enterprises (SMEs).

• Managers of SMEs.


• explain the importance and benefits of delegating effec-tively;

• apply successfully all the steps in delegating;

• delegating to manage effectively.


• Session 1: Nature of delegation• What is delegation?

• Delegation and assignment.

• Authority and responsibility.

• Benefits of delegation.

• Session 2: Process of delegation• Determine reasons for delegation.

• Selecting tasks.

• Selecting persons.

• Implementing delegation.

• Review and feedback.

• Session 3: Delegation and management• Delegation and time management.

• Delegation and motivating.

• Delegation and empowering


3. Course durationThis is a one day (7 hours) course.

Course Summary



62

1. Target learners


4. Content

The course is designed for the following participants:

• Business owners;

• Members of Boards of Directors of small and medium enter-prises (SME);

• Managers of SME.


• develop strategies to reduce the time barriers in their work;

• apply time management techniques to plan work;

• set up management strategies for papers, phone, meetings, and working place;

• develop plans for a small project.


• Session 1: Time management• What is time management

• Time stealers

• Process of time management

2 • Session 2: Management of workplace• Paper management

• Phone management

• Meeting management

• Desk management

• Session 3: Small project management• Planning a project



Course Summary

Managing Tim

e



Becoming a M

ore Effective Manager



4. Content

The Becoming a More Effective Manager course is designed for those who manage groups of people, including:

• business owners of Small and Medium Sized Enterprises (SMEs);

• CEOs of SMEs;

• managers at any level in SMEs.


• recognize the needs to be effective at work;

• explain the positive attitude and behavior that should be fol-lowed in the workplace;

• assess their own effectiveness;

• identify the skills needed to improve their own effectiveness;

• choose appropriate forms of development;

• set a plan for personal development.


• Session 1: The need to be effective• What is effectiveness?

• Why do managers need to be effective?

• Session 2: The ways to be effective• Shifting to a positive attitude and behavior.

• Assessing your effectiveness.

• Choosing personal development methods.

• Implementing a development plan



Course Summary



64



4. Content

The course on Solving Problems is designed for SMEs managers, and team leaders who have to deal with problems and solve problems in their daily work. This means their work relates to forecasting and planning and daily operations of the business that involve teams and working process.

After the course, the participants will be able to:

• identify problems that need to be solved;

• be confident in applying methods and tools to solve the prob-lems.


• Session 1: Recognizing the problem• What is a problem?

• Recognizing a problem.

• Defining the ownership of the problem.

• Session 2: Analyzing the problem• Stating the problem.

• Finding possible causes.

• Session 3: Choosing and implementing solutions• Brainstorming technique

• Choosing a solution

• Tools

• Implementing and evaluating a solution



Course Summary

Solving Problems



Com

municating Effectively



4. ContentThe course on Communicating Effectively has been designed for those who manage groups of people, mainly including business owners, top management, and all managers within small and me-dium sized enterprises.

After finishing this course, participants will be able to:

• identify elements of communication process and factors influ-encing it;

• identify forms of communication;

• describe channels of communication at work;

• show ability to give job instruction;

• display ability to give and receive feedbacks;

• show ability to deliver effective presentations by using verbal and non verbal language;

• show ability to participate and conduct meetings effectively.


• Session 1: Nature of communication • What is communication?

• The elements of communication

• Factors influencing communication

• Forms of communication

• Communication channels

• Session 2: Job instructions and feedbacks• Giving job instructions

• Giving and receiving feedback

2 • Session 3: Delivering effective presentations • Structure of a presentation

• Preparing effective presentation

• Presenting effectively & use of visual aids

• Handling questions

• Session 4 – Conducting effective meetings• What is an effective meeting?

• Meeting attendants

• Skills needed to chair meetings

• Handling difficult situations

• Common tools for chairing meetings


3. Course duration

Course Summary

This is a two day (14 hours) course



66



4. Content

Targeted participants for this course are those in management posi-tions in SMEs. Their daily jobs require them to assist their staff in solving problems, and they bear responsibility for managing and supervising the work outcome of subordinates.

At the end of the course, participants will have the ability to:

• Define coaching at work and explain its benefits for the man-ager;

• Apply coaching tools in the workplace;

• Formulate and implement long-term coaching strategies.


• Session 1: Coaching and its benefits for the manager• The relationship between staff performance and

manager performance

• The role of coaching in boosting performance

• Session 2: Coaching skills and tools• EDAC – Teaching employees new skills

• 4Ps – Helping employees to solve problems

2 • Session 2: Coaching skills and tools (Cont.)• FBI – Providing feedback that improves employee

performance

• Session 3: The four steps to successful coaching at work • Identification of needs

• Development of a coaching plan

• Implementation

• Follow-up and feedback


3. Course durationThis is a one and a half day (10.5 hours) course.

Coaching at W

ork



Influencing



4. ContentThe course on Influencing is a course designed for managers and team leaders working in small and medium enterprises. Day to day, they have to coordinate with supervisors, colleagues, subordinates and customers to achieve their objectives.

As managers the skills to influence others to get expected results is very important and necessary.


• Recognize the nature and meaning of the ability to “influence” in the role of a manager

• Influence through the development and usage of your poten-tial “power”

• Use suitable strategies, skills and tools to influence others


• Session 1: Influence and the role of a manager• The ability to influence and the power of manag-

ers

• The nature of influence

• Factors that create influencing power

• Session 2: Creating influence by using power• Positional power and personal power

• Techniques to enhance power2 • Session 3: Supporting tools and skills

• Persuading principles

• Assertiveness

• Build rapport

• Using politicking resources

• Session 4: Influencing strategies• Retribution strategy

• Reciprocity strategy

• Reason strategy


3. Course duration

Course Summary

This is a two day (14 hours) course.



68



4. Content

The course on Using Information for Decision Making is designed for SME owners, managers and team leaders who have to use informa-tion to make decisions in their daily work. Specifically, if their daily tasks relate to forecasting and planning, and in addition, daily busi-ness operations that involve teams and working processes.

Upon completing this course, participants will be better able to:

• determine when to use a structured decision making process;

• identify information relevant to specific decisions;

• identify sources of relevant information and methods to col-lect it;

• apply a structured decision-making process and some com-mon tools for decision-making and information-collecting.


• Session 1: Decision-making process and information collection• Nature of decision: What they are and when

needed

• Structured decision-making

• Information collection

• Session 2: Tools in decision-making and information collecting• SWOT

• Decision Tree

• Pareto

• Flow chart

• Force field analysis

• Concluding remarks, action planning and wrap-up3. Course durationThis is a one day (7 hours) course. However, if needed, the course may be extended to 540 minutes (or 1½ days) to provide more time for participants to become familiar with the tools and practise using them.

Course Summary

Using Information for D

ecision Making



Leading Your Team



4. ContentThe Leading Your Team course is designed for people holding man-agerial and/or supervisory positions in companies whose job involves leading and managing a group of people towards achieving a set objective.

After attending the seminar, participants should be able to:

• identify the desirable skills and qualities of a good team leader;

• assess their own leadership qualities and skills;

• describe methods to enhance their leadership skills;

• identify the responsibilities of leader, and the roles to be played by a team leader;

• explain ways of developing their team so that it becomes more efficient and effective.


• Session 1: How to become an effective leader• Leader and manager

• Can leadership be learned?

• Principles of an effective leader

• Session 2: Roles and responsibilities of a team leader• The responsibilities• The roles

• Session 3: Building and developing a team• The four stages• Feedback• Coordinating with other teams


3. Course duration

Course Summary




70

TOURISM AND HOTEL MANAGEMENT



Marketing Accommodation Services

Motivating and Retaining Hotel Staff

Selling Accommodation Services

Caring for the Guests 2 (Advanced)

Saving Costs in the Accommodation Business

Caring for the Guests 1 (Basic)

Running a Sustainable Accommodation Business



72



4. ContentThis program targets participants who are owners and managers of small and medium hotels which have passed the survival stage, but which do not yet have well-established internal systems and proce-dures.

Particular focus will be given to owners and managers of medium-sized hotels with 20-60 rooms. For the purposes of this initial program, the manager is not necessarily assumed to be the owner of the es-tablishment.

In addition, middle managers of larger, more established hotels as well as students of hotel business management (i.e., prospective ho-tel owner-operators) may find this program beneficial.


• explain the importance of sustainability in terms of short-term (<18 months) and long-term profitability;

• identify significant and tangible cost savings for their tourism businesses from sustainable practices;

• differentiate their products and services using sustainable prac-tices;

• involve staff, distributors, and customers in their sustainable tourism initiatives;

• develop an action plan for making sustainability an integral session of their businesses.


• Session 1: Why should I worry about sustainability?• The foundation of small- and medium-sized tour-

ism businesses

• The impact of the environment on your business

• Session 2: What is sustainability?• Definition of sustainability

• The four aspects of sustainable tourism

• Session 3: Profiting from sustainable business practices• Cost-saving measures in an accommodation busi-

ness

• Making money with sustainable tourism

• “Green-washing”

• Sustainability self-assessment

• Session 4: Where do I start?• The process of sustainable tourism

• Tips for differentiating your business and commu-nicating with guests


3. Course duration

Course Summary

This is a one and a half day (10 hour) course.

Running a Sustainable Accom

mod

ation Business



Caring for the G

uests 1 (Basic)



4. ContentThe “Caring for Guests 1 (basic)” course is designed for hotel owners and operational managers of hotels with 20 to 60 rooms, as well as for supervisors with responsibility for daily operational activities.

After attending the course, participants will be able to:

• describe the importance of caring for guests;

• explain what caring for guests requires from the manager and staff;

• apply techniques to better understand guest expectations;

• apply techniques to meet and exceed guest expectations;

• apply techniques to resolve and learn from guest complaints;

• apply techniques for calming upset guests;

• transfer skills and techniques to staff with confidence.


• Session 1: Caring for guests – The essence of your busi-ness• Why care for guests?

• Session 2: How to care for guests• The meaning of “caring for guest”

• Two dimensions of service

• Understanding guest expectations

• Session 3: Meeting guest expectations• Meeting guest expectations

• Exceeding guest expectations

• Steps to ensure consistency in quality of care

• The focal point in exceeding guest expectations

• Session 4: Dealing with difficult situations• Handling guest complaints

• Calming angry guests

• Six steps to capitalize on guest complaints

• Concluding remarks, action planning and wrap-up3. Course duration

Course Summary

This is a one day (7 hour) course.



74

Caring For G

uests 2 (Ad

vanced)



4. ContentCaring for Guests 2 (advanced) is a course designed for hotel own-ers, general managers, and department heads of hotels with 20 to 60 rooms, as well as supervisors involved with daily operational activi-ties related to guests.

From the above background and assumptions, this course aims to provide participants with the knowledge and skills to help them im-plement and improve their customer service. Upon completion of this course, it is expected that participants will be better able to:

• explain the three key components of customer service: per-ception-procedures-people.

• develop a sample mission statement that can later be adapt-ed to their business.

• explain the guest cycle as relevant to their service.• identify moments of truth arising from the guest cycle.• explain how to establish standard operating procedures for

their business to maintain consistency in guest service.• use tips provided to establish procedures to hire and train staff

for consistent quality in Guest Service.


• Session 1: Why is this course important to hotel owners and managers• Consistency in guest service

• Core components of guest service

• Session 2: Achieve consistency in guest service - The perception component• Guest perception

• Guest information

• Staff and management perception

• Mission statement

• Session 3: Achieve consistency in guest service - The procedure component• Consistency

• Moments of truth

• The guest cycle

• Session 4: Achieve consistency in guest service - The people component• Roles of the owner/manager in guest service

• Roles of the hotel staff

• Hiring the right person for guest service

• Training and motivating staff


3. Course duration

Course Summary

This is a one day (7 hour) course.



BUSINESS EDGE CATALOGUE


2. Course Objectives

4. ContentThe course, Saving costs in an Accommodation business, targets participants who are owners and managers of small and medium-sized hotels which have passed the survival stage, but have not yet a well-established internal system and set of procedures.

Particular focus will be given to owners, managers and cost control-lers of medium-sized establishments of 20-60 rooms.

Upon completion of this course, participants will be able to:

• increase their profits without sacrificing the quality of guest ser-vices

• establish and implement cost control procedures in five key ar-eas of hotel operations

• train their staff on cost-awareness

• develop an action plan to apply cost-saving methods


• Session 1: The value and importance of cost savings• An overview of hotel operational costs• Expense versus investment• Key areas of cost savings in hotels

• Session 2: Practical ways of saving costs• Energy management• Purchasing• Rooms and housekeeping• Food and beverage

2 • Review of day 1• Session 2: Practical ways of saving costs (continued)

• Food and beverage (con’t)• Asset protection

• Session 3: Cost savings is everyone’s business• Concluding remarks, action planning and wrap-up

3. Course duration

Course Summary

This is a one and half day (9.5 hours) course.

Saving Costs in the A

ccomm

odation Business



76



4. Content

This course is designed for hotel owners and general managers of the accommodation service industry, who have from 20 to 60 rooms at tourist destinations in Vietnam, Laos and Cambodia.


• explain how to identify the unique features of their hotel.

• establish the proper rate structure to maximize their profit.

• explain how to choose the right target markets for their hotel.

• select the best methods of promoting their product.

• prepare an action plan for the marketing activities of their ho-tel.


• Session 1: Why does your hotel need to be unique? • Facts of life

• The benefits your hotel can achieve in the short-run and long-run from being recognized

• Roadmap to differentiating your hotel• Session 2: Steps to make your hotel different from others

• Define your product• Compare your product with your competitors’ to iden-

tify the different features• Decide on a theme for the unique features• Implement or enhance the distinct features

• Session 3: Money matters• The importance of creating a proper rack rate and the

formula to do it • Rate structures and the various types of rates• Establishing a budget for marketing and sales activities

• Session 4: The market• Market types and their requirements • Leisure market segments• Selecting the target market

• Session 5: Promote it• Advertising• Packaging• Promotion• Trade shows• Trade missions and sales calls• Hotel reservation websites• Sales kits


3. Course duration

Course Summary


Marketing A

ccomm

odation Services





4. Content

The course on Selling accommodation services is designed for own-ers or managers of independent, small and medium-size hotels in the Mekong and Pacific Regions. This course aims to equip them with essential knowledge and skills related to sales channels so that they can reach more customers and significantly increase their revenue.

After the course, participants will be able to:• identify sales channels available to independent hotels• select the right sales channels for their hotel• describe how to use each sales channel effectively


• Session 1 – How do travellers find your hotel?• How do travellers find a hotel?• Travel booking trends

• Session 2 – Selecting the right distribution channels• Overview of sales channels• Advantages and disadvantages of sales channels• Prioritising sales channels

• Session 3 – Selling effectively via travel portals• Online booking sites• Selecting a travel portal• Approaching travel portals• Working with travel portals

2 • Session 4 – Selling effectively via tour operators • How to choose a tour operator• Common issues and solutions when working with tour

operators • Session 5 – Building and marketing a website

• Why publish a website?• What makes a good website?• Marketing your website• Choosing a third party marketer


3. Course duration

Course Summary

This is a two consecutive day (14 hour) course.

Selling Accom

mod

ation Services BUSINESS EDGE CATALOGUE



78



4. ContentThe course Motivating and Retaining Hotel Staff is designed for par-ticipants who are owners or managers of small and medium hotels in the MeKong and Pacific areas. It is intended to equip participants with essential knowledge and skills for creating a motivating work environment in which employees can feel happy and respected, thereby raising the quality of service and increasing staff loyalty to the hotel.

The course Motivating and Retaining Hotel Staff is designed to pro-vide a quick fix to some problems of low job satisfaction in small and medium hotels. By giving hotel owners and managers the knowl-edge and skills to introduce some simple motivational techniques, we believe they will be able to counteract the problem of low em-ployee satisfaction. However, this will not be a complete approach to the problem, since low satisfaction can also be related to training and development, the working environment, and the work process, to name a few sources.


• explain the importance of having highly motivated team

• identify factors that motivate staff

• identify ways hotels can motivate staff

• explain how to impress staff from their first day at work

• describe ten ways to motivate staff

• describe two ways to measure staff satisfaction


• Session 1: The power of a highly motivated staff• What satisfies guests the most?• Where does excellent service come from?

• Session 2: What makes staff motivated?• Factors that make staff motivated• What the hotel can do to motivate staff

• Session 3: Building a highly motivated team• Create a sense of pride• Make staff love their jobs• Build a friendly and cooperative working environ-

ment2 • Review of day 1

• Session 3: Building a highly motivated team (contin-ued)• Being a good boss• Good compensation and benefits

• Session 4: Measuring staff satisfaction• Satisfaction survey• Exit interview


3. Course duration

Course Summary

This is a one and half day (10.5 hours) course.

Motivating A

nd Retaining Hotel Staff



79

GOVERNANCE



80

Implementing Enterprise Governance

Planning For Business Continuity

Managing Relationships

Managing Risk



81

Managing Risk



4. ContentThis course is designed for founders, owners, members of the Board, senior managers and professional advisors of SMEs that:

• Are incorporated as a legal entity e.g. private limited company

• Have reached a growth stage where those involved in manag-ing the business on a day to day basis and/or those involved in future planning for the business are starting to look for govern-ance solutions which help them to run their companies more efficiently, effectively and sustainably.


• define risk management and its benefits to their business

• develop a risk management framework and processes to man-age risk in your business


• Session 1: Risk management and its benefits to SMEs • Risk management• Benefits of risk management• Risk appetite/tolerance

• Session 2: Risk management process • Risk management process• Methods to identify risk• Risk assessment matrix• Strategies to response to risk• Risk monitoring and reports• Evaluation of risk management process• Risk management roles

3. Course duration

Course Summary

This is a 7 hour course.



82

Managing Relationships







• Identify key players within a company and examine how to deal with the tensions between them

• Identify external stakeholder groups and examine how to en-gage them


• Session 1: Managing internal relationships• Key players within a company• Their rights, duties and liabilities• Dealing with tensions between the key players

• Session 2: Managing external relationships • Who are external stakeholders• Benefits of engaging stakeholders• How to engage stakeholders• Stakeholders mapping technique• Methods to dialogue with stakeholders.

3. Course duration

Course Summary




83

Planning for Business Continuity







• define and explain the importance of business continuity plan-ning

• explain the relevance of good citizenship to business continuity

• develop and integrate business continuity plans into strategy and day to day operation


• Session 1: Business continuity planning • What is business continuity planning• The necessity of business continuity planning• Scope of business continuity planning• Benefits of business continuity planning

• Session 2: Good citizenship and business continuity• Good citizenship and business continuity planning • Good citizenship• Overcome challenges in sustaining partnerships of

good citizenship• Session 3: Implementing business continuity planning

• Steps in business continuity planning• Develop a plan to ensure sustainability of business

3. Course duration

Course Summary




84

Implem

enting Enterprise Governance




• Are incorporated as a legal entity e.g. private limited com-pany

• Have reached a growth stage where those involved in man-aging the business on a day to day basis and/or those in-volved in future planning for the business are starting to look for governance solutions which help them to run their com-panies more efficiently, effectively and sustainably.


• explain the benefits of improvements in governance practices within your organisation

• describe the process for mobilising support and leading gov-ernance changes within your business

• develop plans for implementing governance changes

• recognise the need for collective rather than individual action to assist in implementing the changes


• Session 1: Why implementing governance? • Elements of good governance• Concepts of enterprise governance• Benefits of enterprise governance

• Session 2: Implementing governance changes suc-cessfully• Attitudes to change• Reasons why changes fails• Changing minds• The change process

3. Course duration

Course Summary




85

Part IIIWORKBOOKS



86




87

Organizing for Successful Training &

Developm

ent

Understanding training • Introduction • What do we mean by training? • Effective training • 4 The benefits of training • Benefits to the organization • Benefits to the individual • Alternatives to training • The training cycle • Summary • Reflect

Identifying training needs

• Introduction • Needs assessment • What is needs assessment? • How to conduct a need assess-

ment? • The benefits of conducting training

need assessment • Methods in training needs assess-

ment • Interviewing • Observing the job holder • Using available documentation• Summary • Reflect

Planning successful training

• Introduction • Prioritizing training needs • Identifying training objectives • Choosing training forms • Training off the job • Training on the job • Other forms • Which training form to choose? • Preparing chance for application • Considering training impact evalua-

tion methods • Getting commitment from the people

involved • Summary • Reflect

Content



88

Recruiting the Right People

The staff recruitment process

• Introduction • Human resource department and the

recruitment function • Recruitment policies • Recruitment process • Defining the vacancy • Attracting the applicants • Summary • Reflect

Assessment and selection

• Introduction • Identify assessing method • Assessment techniques • Shortlisted interview • Completing the selection process• Summary • Reflect

Helping the new employee

• Introduction • Orientation program • Content of the orientation program • Implementing orientation program• School leavers• Summary • Reflect

Content



89

Managing Hum

an Resources: an Introduction

Key points of view in human resources management

• Introduction • Should human resources be seen as a

cost or an investment? • Should HRM focus on administration

management or on the use and de-velopment of human resources?

• Should the HR department perform primarily supporting functions for other activities in a business?

• To what extent should HRM focus on meeting the owner’s expectations?

• Is HRM solely the responsibility of the HR department?

• Summary • Reflect

Developing and main-taining high quality human resources

• Introduction

• What kind of person is your company looking for?

• Where and how to recruit the appro-priate labour force?

• How to train and develop your human resources?

• How to maintain and manage human resources?


Evaluating the HRM activities in your business

• Introduction • Reviewing the HR activities in your

business • Ten HRM related issues that commonly

exist in business • Summary • Reflect

Content



90

Appraising Perform

ance

The aims of performance appraisal

• Introduction • Defining performance appraisal • Aims of performance appraisal • The benefits of performance appraisal • Problems encountered in appraising

performance • The new trend of appraising perfor-

mance • Summary • Reflect

The appraisal process • Introduction • Steps in appraising performance• Planning• Implementing• Assessing performance• Conducting appraisal interviews• The employees performance file• Summary• Reflect

The appraisal interview • Introduction• Planning and preparation• Choose an interview style• At the start of the interview• During the interview• Concluding the interview• Summary• Reflect

Content



91

Cond

ucting Job Analysis

Why the job analysis is needed

• Introduction • What is the job analysis? • What are benefits from job analy-

sis? • When is the job analysis needed? • Who will do job analysis? • Obstacles to job analysis? • New tendencies in job analysis • Summary • Reflect

How job analysis is conducted?

• Introduction • Step 1: set purposes for job analysis • Step 2: reviewing basic and related in-

formation • Step 3: Select typical job holders to

analyse • Step 4 – Collect information about the

job • Step 5 – verifying the analysed re-

sults • Summary • Reflect

Prepare and use job documents

• Introduction • The job description • Job specifications • Job performance standards • Maintaning your job information • How to communicate job-related

documents to employees • Applications of job-related docu-

ments in human resource manage-ment


Content



92

Managing Relationships at W

ork

The importance of good relationships

• Introduction • A definition of ‘relationship’ • Formal and informal relationships with-

in organizations • External relationships • Differences between people – the ef-

fects on relationship building • Relationships and organizational cul-

ture • Summary • Reflect

Building a positive environment

• Introduction • What is a team • Behaviour breeds behaviour • Personal qualities • Interpersonal skills • Emotional intelligence • Developing a culture of trust • Confidentiality • Choosing your leadership style • Summary • Reflect

How to get the results you want

• Introduction • Instructing • Influencing • Persuading • Negotiating • Summary • Reflect

Managing conflict • Introduction • The value of personal power • Causes of conflict Resolving conflict

situations• The 4-step model for resolving con-

flict • 6 Achieving a win-win situation • Summary • Reflect

Content



GENERAL MANAGEMENT & OPERATIONS



94

Understand

ing Quality

Quality and customers • Introduction • Defining quality• Design quality and process quality• Quality Systems• Why is quality important?• The Cost of Quality (COQ)• Reliability• Quality Management System

Towards total quality • Introduction• Quality concept ages ago • What is Total Quality Management?• Focus on the customer• Continuous improvement• A commitment to quality• Teamwork and trust• TQM and Small and Medium Enter-

prises

Quality improvement teams

• Introduction• Approaches to quality improvement • Working as a team • Getting your team to work for quality

Content



Principles and ap-plication of Quality Management System (QMS)

• Introduction • The ISO 9000 Quality Management

System standards • QMS principles • Application of quality systems

Quality control and statistics

• Introduction• The mean (or average)• The range• The standard deviation • The distribution of data

Statistical process control

• Introduction • Sampling • Probability• Acceptable Quality Level (AQL) • Control limits • Applying the techniques

Basic statistical tools for quality control

• Introduction • Checksheet • Pareto chart • 4 Scatter diagram • 5 Flowchart • 6 Cause-effect chart

Content

Achieving Q

uality



96

Planning and C

ontrolling Work

Planning and controlling work processes

• Introduction • Control systems • Stages in control • Summary• Reflect

Planning and controlling the use of resources

• Introduction• Controlling materials• Controlling quality• Controlling plant and equipment• Controlling work methods• Scheduling work flow • Control and people• Making your contribution• Summary • Reflect

Planning and control-ling projects

• Introduction• Project management• The seed of a project• Knowing what you want to achieve• Project planning• Project costs • Project control • Project management software • Summary • Reflect

Content




Types of resources • Introduction • The organization’s resources • Resource management• Human resources• Financial resources• Equipment resources• Materials • Summary• Reflect

Equipment as a resource

• Introduction • Making plans for equipment • Acquiring equipment • Arranging equipment• Using equipment • Summary • Reflect

Materials as a re-source

• Introduction • The basic principles of stock control • Materials planning • Materials purchasing • Security • Summary • Reflect

Managing stock • Introduction • Determining and controlling stock

levels • Categorizing materials to establish

management priorities • Rotating stock • Receiving goods• Issuing goods• Summary • Reflect

Content



98

Aud

iting Quality

Overview of audits • Introduction • Audit • The types of audits • Roles in the audit • Auditors’ skills and attributes • Summary • Reflect

Phases in an audit • Introduction • The audit plan • Preparing for the audit • The opening meeting • Carrying out the audit • The closing meeting • Summary • Reflect

Audit report and corrective action

• Introduction • Interim reporting • Audit report and evaluation • Corrective actions • Monitoring and verifying corrective

actions • Summary • Reflect

Content



99




100

Controlling C

osts

Costs • Introduction • Organizational costs • Direct and indirect labor costs • Materials costs • Overhead costs • Fixed and variable costs • The first line manager’s role in control-

ling costs • Summary • Reflect

Standard Costing • Introduction• Setting standards • Standard costing in practice • Variances from standard • Summary • Reflect

Controlling costs in the workplace

• Introduction• Cost information and decisions • Cost centers • Control through cost centers• Summary• Reflect

Cost consciousness at work

• Introduction• Involvement and communication• Checklists for keeping costs down • Measures for reducing costs• Summary• Reflect

Content



101

Working w

ith Budgets

What is a budget? • Introduction • The purpose of budgets• Beginning a budget • The advantages of budgets • Using budgetary control • Summary • Reflect

Preparing budgets • Introduction • The budget team• Gathering and coordinating informa-

tion• Service industries• Departmental budgets• The master budget • Summary • Reflect

Using budgets • Introduction • Budgetary control• Flexible budgets and budgetary con-

trol• Other uses of budgeting• Standard costing and budgetary con-

trol• Summary

Content



102

Accounting for N

on-Accountants

The role of accounts • Introduction• Business process• The use of accounts• Summary• Reflect

Overview of financial statements

• Introduction • Overview of financial statements • Balance sheet • Profit and loss account • Cash flow statement • Notes on financial statements • Summary • Reflect

Accounting factors • Introduction• Profit and loss account • The balance sheet • Cash flow statement and cash flow

forecast• Summary• Reflect

Financial analysis • Introduction • Using ratio analysis• Summary• Reflect

Content



103

Making a Financial C

ase

Defining projects • Introduction• Selecting projects• Time for change• The life cycle of a product• What can go wrong?

Project appraisal techniques

• Introduction • Basic concepts• Gathering information• Appraisal techniques• Cost-benefit analysis

Sources of investment

• Introduction• Funds available• Short-term finance • Long-term finance• Flexible financing• Flexibility in budgets

Presenting a case • Introduction • The right presentation• Gathering information• The structure of a financial case• What is a good financial case?

Content



104




105

About customers • Introduction• External customers• Non-commercial organizations and

their customers• Internal customers

What is customer care? • Introduction• Customers old and new• The three pillars of customer satisfac-

tion • How to respond to customer demands• How much satisfaction should you

give?Direct customer contact • Introduction

• Whose customers are they? • Quality personal service • The ABC of service • Good attitude • Behavior • Competence • Telephone contacts • Taking the necessary action • Competence for telephone service • Customer complaints • Dealing with complaints • Anger and apologies

Delivering customer

• Introduction• Identifying your customer care prob-

lems• Asking the customer • Looking at the results• Looking for the causes • Managing for customer satisfaction• A CASCADE of quality• Commitment• Ability (competence)• Standards and communication• Attention to detail• Practical steps towards customer

satisfaction• Motivation • Mobilizing the workteam’s skills and

knowledge• A customer care culture?

Content

Caring for the C

ustomer



106

Marketing: an Introd

uction

The marketing concept

• The product approach• The selling approach• The customer approach• Summary

Customer satisfaction • Needs, wants, and demands • Customers buy benefits

Content



107

The role of marketing research

• Introduction • What is marketing research? • Marketing research and marketing

management • Risks in marketing research • Marketing research in SMEs • Summary• Reflect

The steps of marketing research

• Introduction • The marketing research process • Identifying the research objectives • Developing information needs • The research design • Summary • Reflect

Conducting qualitative research

• Introductio• Some basic qualitative research

forms • Focus group discussion • In-depth interview • Observation• Data processing and information ana-

lyzing • Presentation of results • Summary • Reflect

Conducting quantitative research

• Introduction • Preparation for quantitative re-

search • Defining methods of gathering

data • Designing a questionnaire • Sampling • Data gathering and processing • Data analysis and interpretation • Research report • Summary • Reflect 82

Content

Cond

ucting a Market Research



108

Target Markets

Market segmentation • Market segmentation, targeting, and positioning

• Segmenting consumer markets • Geographic segmentation • Demographic segmentation • Psychographic segmentation• Behavioral segmentation• Segmenting business markets• Demographic variables• Operating variables• Purchasing approaches• Situational segmentation• Personal characteristics• Making market segmentation work

Market targeting • Undifferentiated marketing• Differentiated marketing• Concentrated marketing• Selecting a market coverage strategy

Workplace Action Plan • What is a Workplace Action Plan?• How to complete the Workplace Ac-

tion Plan• What to do with the Workplace Action

Plan• The next step

Content



109

Planning and D

eveloping Product

Understanding a product

• Three levels of a product• Consumer and industrial products• Consumer products • Industrial products

Making product decisions

• Product attributes• Branding • Packaging • Product support services

Product management • Roles of a product manager• Developing new products

Content



110

Pricing and Pricing Strategy

Factors that affect pricing

• Internal factors that affect pricing • Marketing objectives • Marketing mix strategy • Costs • External factors that affect pricing • Competitors • Other external factors • Factors affecting high and low prices

General approaches to pricing

• Cost-based pricing • Competition-based pricing • Value-based pricing

New product pricing strategies

• Market skimming pricing • Market penetration pricing

Content



111

Promotion and

Ad

vertising

The elements of a promotion strategy

• Setting promotion objectives• The four tools in the promotion mix

Selecting the right promotion tools

• Type of product and market • Push strategy versus pull strategy • Buyer readiness stage • Product life-cycle stage

Creating an advertising program

• Advertising objectives • The advertising message • Making media decisions • Selecting advertising media

Content



112

Building Public Relations

What is public rela-tions?

• Introduction • Concepts • Benefitsofpublicrelations • Public relations and marketing • Public relations and advertisement • Roles of managers

How to influence the public perception

• Introduction • The nature of public relations• The public relations program • Information channels and public rela-

tions activities • Finding opportunities to implement

public relations activities

Implement public relations activities in business

• Introduction • Building and maintaining relationships

with customers • Improve relationship with employees• Build a good relationship with the

community• Crises management• In-house or outsourced PR program?• Characteristics and skills of a public re-

lations manager

Content



113

About C

ustomers: G

athering Information

The importance of finding out information about customers and potential customers

• Overview• Know your customers

Consumer buying behavior

• Cultural factors • Culture • Subculture • Social classes• Social factors• Reference groups• Family • Roles and status • Personal factors • Age and stage in life cycle • Occupation • Financial situation • Lifestyle • Personality • Psychological factors • Motivation • Perception • Learning • Beliefs and attitudes

Business buying behavior

• Characteristics of business buyers • Characteristics of business buyers

(business market)• Characteristics of final

consumers(consumermarket)• Few buyers and larger number of buy-

ers• Derived demands • Professional purchasing • Closer supplier and customer relation-

ships• More direct buying• Roles played in the business buying

process• Factors that influence business buying • External environmental factors• Internal environmental factors• Interpersonal factors• Individual factors

Content



114

About C

ustomers: G

athering Information on Purchasing Processes and

Trends

Gathering data about customers

• Secondary data• Types of secondary data• External data• Internal data• Primary data

The Consumer buying process

• Problem recognition• Information seeking • Evaluation of alternatives• Buying decision • Post purchase evaluation• Promoting customer buying• Supplier search • Request for proposals • Supplier selection • Order routine specification• Performance review

Forecasting buyer needs and trends

• What people say• What people do• What people have done

Content



116

Motivating People

What is motivation? • Introduction• Definitions• Values and attitudes• The right atmosphere • Summary • Reflect

Understanding behaviour at work

• Introduction • Maslow’s Theory of Needs • McGregor’s Theory X and Theory Y • Herzberg’s Two-Factor Theory • Expectancy Theory • Hackman and Oldham’s Internal Mo-

tivation • Summary • Reflect

Making work more rewarding

• Introduction • Taking the skill out of work • Reviewing the theory • Job enrichment • Job rotation and job enlargement • Job enrichment in practice • Summary • Reflect

The team leader’s role

• Introduction • Needs and your team • Motivation and the team • Job enrichment • Job enrichment and the team • Summary • Reflect

Content



Leading C

hange

The nature of change • Introduction• Forces for change • Technology as a force for change • Social and legal factors • Economic factors • Change and normality • Features of change • Adapting to change • Summary • Reflect

Attitudes to change • Introduction • Reactions to change • Resistance to change • The positive aspects of change • Summary • Reflect

Managing change • Introduction • Change and the team leader • Managing resistance to change • Planning for change • Process of change • Life after redundancies • Completing a change implementa-

tion plan • Summary • Reflect

Content



118

Managem

ent with A

uthority

Authority, power and responsibility

• Introduction • Authority and power • Authority and responsibility • Managing with authority • Motivation • Empowerment and team work • Delegating • Summary • Reflect

Types of authority • Introduction • The authority of position • The authority of the expert • Personal authority • Combined authority • Summary • Reflect

Making decisions and taking actions

• Introduction • Making decisions • Taking action • Making yourself understood • Ensuring action is taken • Summary • Reflect

Content



Delegation Effectively

Authority, power and responsibility

• Introduction • Authority and power • Authority and responsibility • Managing with authority • Motivation • Empowerment and team work • Delegating • Summary • Reflect

Types of authority • Introduction • The authority of position • The authority of the expert • Personal authority • Combined authority • Summary • Reflect

Making decisions and taking actions

• Introduction• Making decisions • Taking action • Making yourself understood • Ensuring action is taken • Summary • Reflect

Content



120

Managing Tim

e

Where does all the time go?

• Introduction • What is time management • Activity traps • Getting out of the trap • Summary • Reflect

Deciding how to use time

• Introduction • Making decisions • Identifying demands • Habits • Priorities • The time management grid • The quadrants • Summary • Reflect

Making time work for you

• Introduction • Time logs • Planning your time • Compiling your list • Order planning • Allocating time • Scheduling your own tasks • The best-laid plans• Coping with the unexpected • Summary • Reflect

Content



Becoming a M

ore Effective Manager

Assessing your effectiveness

• Introduction • How effective are you? • What is stopping you being more ef-

fective? • Thinking about the kind of person you

are • Self-management and personal de-

velopment • Summary • Reflect

Improving your thinking and feeling

• Introduction • Improving your thinking • Working with your feelings • Summary • Reflect

Personal drive and personal development

• Introduction • Harnessing your personal drive • Changing yourself • Where do you go from here? • Summary • Reflect

Content



122

Solving Problems

Problems large and small

• Introduction • What do we mean by a ‘problem’? • Problems foreseen and unforeseen • The six stages of problem solving • Stage 1: recognizing the problem • Stage 2: accepting ownership of the

problem • Summary • Reflect

Defining problems and causes

• Introduction • Defining the problem • Gathering information • Taking time to think • Probing for the truth • Fish bones: a way of analyzing prob-

lems • Other aids to understanding a prob-

lem • Summary • Reflect

Finding a solution • Introduction • What is a solution? • Finding possible solutions • Some solutions are better than others • Summary • Reflect

Implementing and evaluating a Solution

• Introduction • Planning and implementing your solu-

tion • Evaluation • Follow-up • Summary • Reflect

Content



Making C

omm

unication Work

The nature of communication

• Introduction • What is communication? • The importance of communicating ef-

fectively at work • The basic communication skills • The communication process: a model • Barriers to communication • Planning communication • Summary • Reflect

Sending skills : writing and speaking

• Introduction • Communication systems • Basic principles • Methods of communicating • Summary • Reflect

Receiving skills : listening

• Introduction • The importance of listening • Barriers to effective listening • The active listening process and skills • ‘Listening’ to team behavior • Summary • Reflect

Content



124

Making and

Taking Decisions

Decisions large and small

• Introduction • Problems and decisions • How difficultaredecisions? • How people make decisions • A step-by-step formula for decision

making • Summary • Reflect

Issues, objectives, and constraints

• Introduction • Stating the issue • Deciding your objectives • Constraints • Summary • Reflect

Finding the right option

• Introduction • Gathering information and ideas • Evaluating the options • Making the decision • Summary • Reflect

Making it work • Introduction • Preparing to implement the decision • Analyzing risks and difficulties • Confirming and communicating the

decision • Making an implementation plan • Evaluating the outcome • Summary • Reflect

Content



Leading Team

s

Are you a leader? • Introduction • What is a leader? • What else does a leader need? • So how do you become an effective

leader? • Summary • Reflect

The team leader – responsibilities and roles

• Introduction • Responsibility 1: the task • Responsibility 2: the individual • Responsibility 3: the team • Coping with the role of team leader • Summary • Reflect

Building and developing the team

• Introduction • Forming • Storming • Norming • Performing • Providing feedback • Co-ordinating with other teams • Summary • Reflect

Content



126

Managing an O

ffice

Roles of the of-fice and office planning

• Introduction • The roles of the office within an organi-

zation • Identifying customers of the office • Planning the office tasks • Summary • Reflect

Managing the office facility

• Introduction • Organizing the work space • Managing the reception area • Managing the office physical resource • Managing external suppliers and ser-

vice providers • Summary • Reflect

Managing information

• Introduction • Valid information • Managing mailing and email • Filing and document management • Managing telecommunications • Summary • Reflect

Content



Com

municating in G

roups

Making meetings effective

• Introduction • What are meetings for? • Organizing a meeting • Roles in meetings • Using supportive techniques • Summary • Reflect

Making successful presentations

• Introduction • Dealing with nerves • Competence and confidence • Drafting your speech • Fleshing out your notes • Visual aids • Rehearsal and delivery • Summary • Reflect

Content



128

Negotiating effectively

Understanding negotiation

• Introduction• What is negotiation? • Position-based and interest-based ne-

gotiation• Foundation for a win-win negotiation• Conflict resolution techniques• The stages of a negotiation• Summary • Reflect

Preparing for a negotiation

• Introduction • Why do negotiations fail?• Defining objectives • Gathering information• Identify the best alternative to a ne-

gotiated agreement • Studying the negotiating partners• Choosing a strategy and tactics• Other preparations• Summary • Reflect

Implementing a negotiation

• Introduction • Opening • Discussion • Proposals• Bargaining • Closing the negotiation • Summary • Reflect

Content



129

Part IVTRAINING OF TRAINER MANUALS



130

Day Content 1 • Introduction to the workshop

• Business Edge trainers and support resources• The BE philosophy• Expectations of trainers• Demo of a BE seminar• Support resources

• Trainer’s manuals• Workbooks

• Key Competency 1: Preparing for training• Creating comfortable learning environments• Learning styles (Kolb)

• Reflection and review2 • Key Competency 1: Preparing for training

• Learning styles (Kolb) concluded• Key Competency 2: Conducting training

• ThelearningcycleandBEtrainerassessmentinstrument• KeyCompetency2.1:Introducingthetrainingsession

(GLOSS)• Shortpracticepreparation(GLOSS5-minutepresenta-

tion)• Key Competency 2: Conducting training (con’t)

• Key Competency 2.2: Presenting training content (EASE)• Using media effectively

• Reflection and review

On completion of this workshop, you will be able to:• Describe Business Edge™ expectations of its trainers and

Business Edge™ training resources available to its trainers• Describe characteristics, preferences and expectations of

the adult learners in general and SMEs in particular• Identify your own and others’ learning style and implica-

tions for training• Introduce a training session according to Business Edge™

guidelines• Describe how to present training content effectively• Create and use visual aids to support training• Demonstrate new and effective facilitation skills, behav-

iours and techniques • Demonstrate how to ask and answer questions appropri-

ately• Follow guidelines for giving specific feedback• Follow guidelines for receiving feedback non-defensively• Describe how to manage difficult situations in the class-

room• Conduct a five-minute training session based on excerpts

from Business Edge™ trainer’s manuals• Conduct a fifteen-minute training session based on ex-

cerpts from Business Edge trainer’s manuals• Evaluate your strengths and areas for improvement as a

trainer.

Content (5 days)

Training of Trainers Manual



131

Day Content 3 • Key Competency 2: Conducting training (con’t)

• Key Competency 2.2: Presenting training content (EASE)• Asking and answering questions

• Key Competency 2.3: Giving and receiving feedback (FEED)

• Short practice presentations• Long practice preparation (15-minute training session

excerpts from Business Edge trainer’s manuals)• Reflection and review

4 • Key Competency 2.4: Concluding the training session (OFF)

• Professional classroom management techniques• Managing session time• Using projectors and Powerpoint• Managing over and under- participation and other dif-

ficult participant behaviours• Long practice presentations• Long practice presentations (concluded)

• Key Competency 3: Reviewing and evaluating the training experience

• Key Competency 4: Reporting on Training• Concluding remarks, action planning and wrap-up

Content (5 days)

Training of Trainers Manual



132

Training of Assessors M

anual

Objectives

By the end of this workshop, you should be able to:

• Define assessment

• Analyze ‘standards’ to identify skills, knowledge and at-titudes required

• Identify and use the rules of evidence

• Select appropriate methods of assessment for given competencies

• Apply principles of assessment

• Describe differences between being a trainer and asses-sor

• Identify ways in which assessment outcomes can be in-fluenced

• Conduct assessments professionally by following BE’s ap-proaches and methods

• Give feedback in a professional manner

• Make decisions about competency

Content outlineConcept of assessment What is it?

Rules of evidence What to look for?

Methods and principles of assessment

How to conduct assessments?

Role of the assessor Who does it?

Conducting assessments Putting it all together



133

Corporate V

alue Chain (C

VC

) Training

Introduction and as-sumptions about training evaluation Application of Kirk-patrick framework to Business Edge training models

Overview of steps in Corporate Value Chain training evaluation

• Get ready • Conducting a TNA and preparing

the evaluation plan • Developing and/or adapting

courses for the client • Go • Delivering the course • Transferring learning and collecting

of Level 3 data • Measure your results • Reporting on training results and

impact

Evaluation design – Alternatives for data collection

• Sampling options • Designs with or without control ref-

erents • Four data collection options

Appendix 1: Overview of key Business Edge evaluation tools for use by trainers/consultantsAppendix 2: Sample M&E plan for a corporate client Appendix 3: CVC Training Impact Assessment Methodology – Key Steps & Support Tools

Appendix 4:

Selected Business Edge TNA and TIA tools

• Initial Training Needs Assessment (TNA) Qualitative Survey

• Initial Training Needs Assessment (TNA) Qualitative Survey – Sam-ple

• Initial Training Needs Assessment (TNA) Quantitative Survey

• Tool for Analysis of Initial Training Needs Assessment Survey Quantita-tive

• Follow-up Training Needs Assessment (TNA) Qualitative Survey

• TNA Proposal template (con-tents)

• Common business result indica-tors

• TIA Level 1 Course evaluation form

• TIA Level 3 Aggregated Action Plan Results

• TIA Level 3 Aggregated Action Plan Results – Sample

• TIA Level 3 Skill Transfer Survey • TIA Level 3 Skill Transfer Survey – Sam-

ple • TIA Level 4&5 Worksheet • TIA Report template (con-

tents)



134

Training Franchise (TF) Mod

el

Application of Kirkpat-rick framework to Busi-ness Edge training mod-els

Overview of steps in BD training evaluation

• Get ready • Preparation of self-study cours-

es • Go • Distributing the book (and evalua-

tion instruments) • Measure your results • Collecting Level 1, 2 and 3

data • Reporting on training results and im-

pact • Appendix 1: BD Model Impact Assessment Methodology – Key

Steps & Support Tools • Appendix 2: BD Model TIA Tools and samples



135

Book Distribution (BD

) Mod

el

Application of Kirkpatrick framework to Business Edge training models Overview of steps in BD training evaluation

• Get ready • Preparation of self-study cours-

es • Go • Distributing the book (and evalua-

tion instruments) • Measure your results • Collecting Level 1, 2 and 3

data • Reporting on training results and im-

pact Appendix 1: BD Model Impact Assessment Methodology – Key Steps & Support Tools Appendix 2: BD Model TIA Tools and samplesTIA Level 1 Course evaluation form (template)

• Sample L1 Evaluation: Financial Management: Working with Budg-ets

• Sample L1 Evaluation: Human Re-source Management: Appraising Performance

• Sample L1 Evaluation: Marketing Management: Managing Public Re-lations

• Sample L1 Evaluation: Personal Pro-ductivity Skills: Negotiating Effective-ly

• Sample L1 Evaluation: Production & Operations Management: Achiev-ing Quality

TIA Level 3 Survey (template)

• Sample L3 Survey: Financial Manage-ment: Working with Budgets

• Sample L3 Survey: Human Resource Management: Appraising Perfor-mance

• Sample L3 Survey: Marketing Man-agement: Managing Public Rela-tions

• Sample L3 Survey: Personal Produc-tivity Skills: Negotiating Effective-ly

• Sample L3 Survey: Production & Op-erations Management: Achieving Quality



136

Introduction to the IFC Toolkit Project

• Project Objectives • Purpose and Scope of the Instruc-

tor’s Manual • Objectives of the Instructor’s Manual • Application of the Instructor’s Man-

ualInstructor preparation • Instructor Qualifications

• Developing the Agenda • Instructor preparation • Participant prior skills and Prepara-

tion • A Typical workshop Agenda

Initial Classroom Proceedings

• Review of workshop objectives and participant expectations

• Introduction • Technical Orientation • Navigating the Toolkit • Overview and Usage of the

Toolkit

Area 1 – Accounting and Financial Tools

• Bookkeeping and Record keeping Basics

• Accounting and Cash Flow• The Income Statement• Business Forms: Cash Flow Budget

Worksheet • Business Form: Balance Sheet Tem-

plateArea 1 – Accounting and Financial Tools (Cont.)

• Business Tools: Current Ratio Calcula-tor

• Tools: Demo of Debt to Asset Ratio Calculator

• Tools: Demo of Gross Profit Margin Calculator

• Tools: Loan Payment Calculator • Cash Flow Sensitivity Analysis Work-

sheet • Present Value and Internal Rate of

Return • Customer Statement of Account • Monthly Bank Reconciliation

SME Toolkit Instructor M

anual



137

SME Toolkit Instructor M

anual

Area 2 – Human Resource Development

• Employee management issues • Recruiting and Hiring • Creating and effective Job Descrip-

tion • Hiring: Do you know how do you pick

them? • Know who you want to hire: An inter-

active hiring tool • Tips for successful interviewing • Job performance feedback • Sample script for employee job satis-

faction Feedback • Employee disciplinary action Form

Area 3 – Marketing and Sales

• Brief presentation on Available Infor-mation

• Market Research Worksheet • How to learn your prospect’s needs • Providing Superior Customer Service • Customer Satisfaction Survey Form • Customer Service Action Form

Area 4 – Business Planning & Finance

• Business Tool: Creating an Effective Business Plan

• How do I come up with a Winning Business Idea?

• Checklist for starting a new business • Effective Competitive Analysis • Using the My-Own-Business Tools • My-Own-Business Tool: The Business

Plan Area 5 – Developing and Marketing Your Website

• Develop your website marketing plan

• Common Website misconceptions • Get Ready to sell online • Shop Factory Demo: Using the tool to

create a website



138

Part VOTHER INFORMATION



139

TRAINING MANUALS BUSINESS EDGE™

• Organizing for Successful Training & Development

• Recruiting for key Management Positions

• Retaining Top Employees

• Planning for Human Resources

• Establishing Compensation and Ben-efits

• Appraising Performance

• Managing HR Communication

• Conducting Job Analysis

• Controlling Costs• Working with Budgets• Using and Analyzing Financial

Statements• Evaluating Investment Decisions• Developing a Business Plan for a New

Venture

• Controlling Business Assets• Strengthening Your Financial Skills

Entrepreneurs• Strengthening Your Financial Skills -

Farmers• Credit Management• Money Management

HUMAN RESOURCES MANAGEMENT (8)

FINANCIAL MANAGEMENT AND ACCOUNTING (10)

• Caring for the Customer• Marketing• Assessing Marketing Opportunities• Developing a Competition Strategy• Positioning Yourself in the Market• Establishing Your Marketing Mix

Strategy

• Preparing Your Product Strategy• Working Out Your Pricing Strategy• Creating Your Distribution Strategy• Developing an Integrated Marketing

Communication Strategy• Improving Your Selling Skills• Gaining Consumer Insights• Marketing Services

• Motivating People

• Managing Change

• Managing with Authority

• Delegating Effectively

• Managing Time

• Becoming a More Effective Manager

• Solving Problems

• Communicating Effectively

• Coaching at Work

• Influencing

• Using Information for Decision Making

• Leading Your Team

MARKETING MANAGEMENT (13)

PERSONAL PRODUCTIVITY SKILLS (12)



140

TRAINING MANUALS BUSINESS EDGE™

• Understanding Quality

• Achieving Quality

• Planning and Controlling Work

• Controlling Physical Resources

• Auditing Quality

GENERAL MANAGEMENT AND OPERATIONS (5) • Running a Sustainable Accommoda-

tion Business

• Caring for the Guests 1 (Basic)

• Caring for the Guests 2 (Advanced)

• Saving Costs in the Accommodation Business

• Marketing Accommodation Services

• Selling Accommodation Services

• Motivating and Retaining Hotel Staff

TOURISM AND HOTEL MANAGEMENT (7)

• Managing Risk

• Managing Relationships

• Planning for Business Continuity

• Implementing Enterprise Governance

Governance (4)



141

WORKBOOKS BUSINESS EDGE™

• Organizing for Successful Training & Development

• Recruiting the Right People

• Appraising Performance

• Managing Human Resources: an Introduction

• Conducting Job Analysis

• Managing Relationships at Work

• Controlling Costs

• Working with Budgets

• Accounting for Non-Accountants

• Making a Financial Case

• Achieving Quality

• Understanding Quality

• Controlling Physical Resources

• Auditing Quality

• Planning and Controlling Work

HUMAN RESOURCES MANAGEMENT (6)

FINANCIAL MANAGEMENT AND ACCOUNTING (4)

GENERAL MANAGEMENT AND OPERATIONS (5)

• Caring for the Customer

• Conducting a Market Research

• Building Public Relations

• Marketing: an Introduction

• Targetting Markets

• Planning and Developing Product

• Promotion and Advertising

• About Customers:Gathering Informa-tion

• About Customers: Gathering Informa-tion on Purchasing Processess and Trends

• Pricing and Pricing Strategy

•

• Motivating People

• Managing Change

• Managing with Authority

• Delegating Effectively

• Managing Time

• Becoming a More Effective Manager

• Solving Problems

• Making Communication Work

• Managing an Office

• Making and Taking Decisions

• Communicating in Groups

• Leading Teams

• Negotiating effectively

MARKETING MANAGEMENT (10)

PERSONAL PRODUCTIVITY SKILLS (13)



142*1 day course = 7 hours

COURSES DURATIONSeries Course Duration

(days)*Page

Human Resources Management

Organizing for Successful Training & Development 1.0 14Recruiting for Key Management Position 1.5 15Planning for Human Resources 1.5 16Retaining Top Employees 1.5 17Establishing Compensation and Benefits 1.5 18Appraising Performance 2.0 19Managing Hr Communication 2.0 20Performing Effective Job Design 2.0 21

General Management andOperations

Understanding Quality 1.5 24Achieving Quality 2.0 25Auditing Quality 2.0 26Controlling Physical Resources 1.0 27Planning and Controlling Work 2.0 28

Financial Management and Accounting

Controlling Costs 1.0 31Working with Budgets 1.5 32Using and Analyzing Financial Statements 1.0 33Developing a Business Plan for a New Venture 2.0 34Evaluating Investment Decisions 1.0 35Controlling Business Assets 1.0 36Strengthening Your Financial Skills - Entrepreneurs 2.0 37Strengthening Your Financial Skills Farmers 2.0 38Credit Management 2.0 39Money Management 2.0 40



143*1 day course = 7 hours

Series Course Duration(days)*

Page

Marketing Management

Caring for the Customer 1.0 43Achieving Success in Marketing 1.0 44Assessing Marketing Opportunities 0.5 45Developing a Competition Strategy 0.5 46Positioning Yourself in the Market 0.5 47Establishing Your Marketing Mix Strategy 0.5 48Preparing Your Product Strategy 1.0 49Working Out Your Pricing Strategy 1.0 50Creating Your Distribution Strategy 1.5 51Developing an Integrated Marketing Communication Strategy

1.0 52

Improving Your Selling Skills 2.0 53Gaining Consumer Insights 2.0 54Marketing Services 3.0 55

Personal Productivity Skills

Motivating People 2.0 58Managing Change 2.0 59Managing with Authority 2.0 60Delegating Effectively 1.0 61Managing Time 2.0 62Becoming a More Effective Manager 1.0 63Solving Problems 1.0 64Communicating Effectively 2.0 65Coaching at Work 1.5 66Influencing 2.0 67Using Information for Decision Making 1.0 68Leading Your Team 1.0 69

COURSES DURATION



144

Series Course Duration(days)*

Page

Tourism and Hotel Management

Running a Sustainable Accommodation Business 1.5 72Caring for the Guests 1 (Basic) 1.0 73Caring For Guests 2 (Advanced) 1.0 74Saving Costs in the Accommodation Business 1.5 75Marketing Accommodation Services 2.0 76Selling Accommodation Services 2.0 77Motivating And Retaining Hotel Staff 1.5 78

GovernanceManaging Risk 1.0 81Managing Relationships 1.0 82Planning for Business Continuity 1.0 83Implementing Enterprise Governance 1.0 84

COURSES DURATION

*1 day course = 7 hours



145

Series Training manuals Workbooks

Human Resources Management

1 Organizing for Successful Training & Development

Organizing for Successful Training & Devel-opment

1

2 Recruiting for Key Management Positions Recruiting the Right People 23 Retaining Top Employees —4 Planning for Human Resources Managing Human Resources: an Introduc-

tion3

5 Establishing Compensation and Benefits —6 Appraising Performance Appraising Performance 47 Managing HR Communication —8 Conducting Job Analysis Conducting Job Analysis 5

— Managing Relationships at Work 6

General Management andOperations

1 Understanding Quality Understanding Quality 12 Achieving Quality Achieving Quality 23 Planning and Controlling Work Planning and Controlling Work 34 Controlling Physical Resources Controlling Physical Resources 45 Auditing Quality Auditing Quality 5

Financial Management and Accounting

1 Controlling Costs Controlling Costs 12 Working with Budgets Working with Budgets 23 Using and Analyzing Financial Statements Accounting for Non-Accountants 34 Evaluating Investment Decisions Making a Financial Case 45 Developing a Business Plan for a New Venture — 6 Controlling Business Assets —7 Strengthening Your Financial Skills - Entrepreneurs —8 Strengthening Your Financial Skills - Farmers —9 Credit Management —10 Money Management —

TRAINING MANUALS VS WORBOOKS



146


Marketing Management

1 Caring for the Customer Caring for the Customer 12 Achieving Success in Marketing Marketing: an Introduction 23 Assessing Marketing Opportunities Conducting a Market Research 34 Developing a Competition Strategy —5 Positioning Yourself in the Market Targetting Markets 46 Establishing Your Marketing Mix Strategy —7 Preparing Your Product Strategy Planning and Developing Product 58 Working Out Your Pricing Strategy Pricing and Pricing Strategy 69 Creating Your Distribution Strategy Promotion and Advertising 710 Developing an Integrated Marketing Communica-

tion StrategyBuilding Public Relations 8

11 Improving Your Selling Skills —12 Gaining Consumer Insights About Customers: Gathering Information 9

About Customers: Gathering Information on Purchasing Processess and Trends

10

13 Marketing Services —




147


Personal Productivity Skills

1 Motivating People Motivating People 12 Managing Change Managing Change 23 Managing with Authority Management with Authority 3

4 Delegating Effectively Delegation Effectively 45 Managing Time Managing Time 56 Becoming a More Effective Manager Becoming a More Effective Manager 67 Solving Problems Solving Problems 78 Communicating Effectively Making Communication Work 89 Coaching at Work —10 Influencing —11 Using Information for Decision Making Making and Taking Decisions 912 Leading Your Team Leading Teams 10

— Managing an Office 11— Communicating in Groups 12— Negotiating effectively 13

Tourism And Hotel Management

1 Running a Sustainable Accommodation Business —2 Caring for the Guests 1 (Basic) —3 Caring for the Guests 2 (Advanced) —4 Saving Costs in the Accommodation Business —5 Marketing Accommodation Services —6 Selling Accommodation Services —7 Motivating and Retaining Hotel Staff —

Governance1 Managing Risk —2 Managing Relationships —3 Planning for Business Continuity —4 Implementing Enterprise Governance —




148

TRAINING OF TRAINERS MANUALS

Area No. Training of Trainer Manuals

Business Edge1 Training of Trainers Manual

2 Training of Assessors Manual3 Book Distribution (BD) Model

4 Corporate Value Chain (CVC) Training5 Training Franchise (TF) Model6 SME Management Solutions Catalogue

SME Toolkit 1 SME Toolkit Instructor Manual



149

Part VIPARTNERS IN AFRICA



150

Country Contact1 Burkina Faso http://www.businessedge-africa.com/trainingfirms_burkinafaso.php2 Burundi http://www.businessedge-africa.com/trainingfirms_burundi.php3 Cameroon http://www.businessedge-africa.com/trainingfirms_cameroon.php4 CAR N/A5 Chad http://www.businessedge-africa.com/trainingfirms_chad.php6 Comoros N/A7 DRC http://www.businessedge-africa.com/trainingfirms_DRC.php 8 Ghana http://www.businessedge-africa.com/trainingfirms_ghana.php9 Guinea http://www.businessedge-africa.com/training_guinea.php

10 Ivory Coast N/A11 Kenya http://www.businessedge-africa.com/training_kenya.php12 Lesotho http://www.businessedge-africa.com/trainingfirms_lesotho.php13 Liberia http://www.businessedge-africa.com/training_liberia.php14 Madagascar http://www.businessedge-africa.com/training_madagascar.php15 Mozambique http://www.businessedge-africa.com/trainingfirms_mozambique.php16 Nigeria http://www.businessedge-africa.com/trainingfirms_nigeria.php17 Rwanda http://www.businessedge-africa.com/training_rwanda.php18 Senegal http://www.businessedge-africa.com/training_senegal.php19 Sierra Leone http://www.businessedge-africa.com/training_sierraleone.php20 South Africa http://www.businessedge-africa.com/trainingfirms_south_africa.php 21 South Sudan http://www.businessedge-africa.com/trainingfirms_southsudan.php22 Uganda http://www.businessedge-africa.com/training_uganda.php

BUSINESS EDGE ( Please access the website : www.businessedge-africa.com)

BUSINESS EDGE



151

Country Contact1 Cameroon http://cameroun.smetoolkit.org/cameroun/fr2 Kenya http://kenya.smetoolkit.org/kenya/en3 Madagascar http://madagascar.smetoolkit.org/madagascar/fr 4 Mozambique http://mozambique.smetoolkit.org/mozambique/pt5 Nigeria http://nigeria.smetoolkit.org/nigeria/en 6 Rwanda http://rwanda.smetoolkit.org/rwanda/en7 South Africa http://southafrica.smetoolkit.org/sa/en8 West Africa http://southafrica.smetoolkit.org/sa/en9 Zambia http://zamcom.smetoolkit.org/zambia/en

SME TOOLKIT ( Please access the website : www.smetoolkit.org )

SME TOOLKIT



152

Part VIICONTACTS



153

BURKINA FASO, OUAGADOUGOU

Address: 179 Avenue du Presidente Saye Zerbo Zone des Ambassades, Koulouba 01 BP 622Ouagadougou

Telephone +(226) 50 49 63 00

BURUNDI, BUJUMBURA

Address: Bureau de la Banque Mondiale PO Box 2637

Avenue de l’Aviation

Telephone: +(257) 22 20 62 00 Fax: +(257) 22 22 60 05

CAMEROON, DOUALA

Address: Flatters Buildibg, 3rd Floor Suite 305 96 Flatters Street

DoualaCamarões

Telephone: +(237) 33 428 033 +(237) 33 434 432 Fax: +(237) 33 428 014

CENTRAL AFRICAN REPUBLIC, BANGUI

Address: c/o la Banque MondialeRue des MissionsBanguiRepública Centro Africana

Telephone: +(236) 21 616 138 Fax: +(236) 21 616 087

IVORY COAST, ABIDJAN

Address: Immeuble BanqueMondiale - CocodyAngle des rues Jacques Akaet Booker WashingtonBP 1850Abidjan 01Costa do Marfim

Telephone: +(225) 22 40 04 00 +(225) 22 44 44 83

DEMOCRATIC REPUBLIC OF CONGO,KINSHASA

Address: 4847 Avenue WangeiaKinshasaGombeRepública DemocráticadoCongo

Telephone: +(243) 817 005 215 +(243) 999 949 015

Fax: +(243) 880 78 17

ETHIOPIA , ADDIS ABABA

Address: c/o Banco Mundial Africa Avenue Bole Road

Adis AbebaEtiópia

Telephone: +(251) 11 517 6000 +(251) 11 662 7717

GHANA, ACCRA

Address: House No. 1Central Link StreetSouth LegonAccraGana

Telephone: +(233) 21 701 2170/1 +(233) 21 509 069

KENYA, NAIROBI

Address: Commercial Bank of Africa(CBA) BuildingMara/Ragati RoadUpper HillNairobiQuénia

Telephone: +(254) 20 275 9000 +(254) 20 275 9210

LIBERIA, MONROVIA Address: Bright Building, 3rd floor

Corner of Seko Toure Ave & Gibson StreetMamba PointUN DriveMonroviaLibéria

Telephone: +(231) 6 930 916 +(231) 77 930 916



154

MADAGASCAR, ANTANANARIVO

Address: Rue Andriamfidy L. Razafimanantsoa Anosy Antananarivo 101 MadagáscarOuagadougou

Telephone: +(261) 20 225 6000 Fax: +(261) 20 223 3338

MOZAMBIQUE, MAPUTO

Address: Rua José Craveirinha, 160 Maputo Mozambique

Telephone: +(258) 21 483 000 Fax: +(258) 21 496 247

NIGERIA, LAGOS

Address: Maersk House, 1st Florr Plot 121, Louis Soloman Close Off Ahmadu Bello Way Victoria Island Lagos

Telephone: +(234) 1 279 9400 +(234) 1 271 8738/9

Fax: +(234) 1 279 3618/9

RWANDA, KIGALI

Address: SORA Building, 4th floorBlvds. de la RévolutionKigaliRwanda

Telephone: +(250) 252 591 350 Fax: +(250) 252 570 405

SENEGAL, DAKAR

Address: Rue Aime Cesaire x ImpasseFN ProlongeeFann ResidenceDakarSenegal

Telephone: +(221) 33 859 7100 +(221) 33 849 7144

SIERRA LEON, FREETOWN

Address: Bishop House, 1st Floor13 Laminah Sankoh StreetFreetownSerra Leoa

Telephone: +(232) 22 228 266 +(232) 22 226 957

SOUTH AFRICA , JOHANNESBURG Address: 14 Fricker Road Illovo 2196 Johannesburg

África do Sul

Telephone: +(27) 11 731 3000 +(27) 11 268 0074

TCHAD, N´DJAMENA

Address: Quartier BololoAvenue du Commandant LamyN´DjamenaTchad

Telephone: +(235) 2252 3247 +(235) 2252 4484

UGANDA, KAMPALA

Address: Rwenzori House, Ground FloorLumumba AvenueKampalaUgandal

Telephone: +(256) 414 230094 +(256) 414 230092

sms catalogue_eng july 2013

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