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CPR - 02

5 days

Doha

9 January, 2022

10900 QAR

Customer Service Strategy (Achieving Excellence in Customer Services) Virtual

Course Overview:

Why do some companies appear to have little difficulty in growing and changing whilst other companies decline and even collapse? Why do companies fail in markets that are showing considerable growth? Why is it that in many businesses 80% of the total available profits are earned by just the top 3 or 4 companies?

The answer is simple and straightforward – but it is not easy. Companies that grow and change are companies that know how to build robust strategies that secure and sustain competitive advantage. The concepts of strategy and competitive advantage are at the very heart of business success. This has always been the case. The big challenge in the 21st century is that almost all businesses are becoming more complex, more competitive and more international

Course Objectives:

By the end of this training, participants will be able:

To ensure that participants understand the concepts of strategy and strategic management
To understand the main frameworks within which robust strategies can be created
To understand the linkage between strategy building and implementation
To understand the meaning of the concept of competitive advantage
To ensure that strategy is changed and developed to create a sustained level of high performance
To enable participants to understand how their specialist parts of the organization contribute to strategy building and achieving sustainable competitive advantage

Who Should Attend?

Experienced Operations Managers
Financial Managers
Human Resource Managers
Public Sector Officials responsible for Industrial and Economic Development
Experienced Bankers and Investment Analysts
Business Planners

Course Outline:

Module (01) Business Strategy Strategic Management and Strategic Choice

Generic Competitive Strategies
Structural Analysis of Industries and Companies
“Competitive Positioning” versus “Blue Ocean” approaches
How value migrates over Time
Customer Selection and the Principle of Differentiated Customer Engagement
The Integrated Supply-Demand Chain as the Basis of 21st Century Strategic Thinking
Choice and Complexity —The Fundamental Problem in Strategic Thinking and Planning Mini-Case on Strategic Choice

Module (02) How to Build a Robust Strategy

The Interface of External and Internal Analysis: Trade-Offs and Balance
The Concept of Shareholder Value and its Relationship to Strategic Planning
Financial and Non-Financial Aspects of Strategy, Objectives and Mechanisms
Advanced Application of the “Balanced Scorecard” Principles
Diagnosing Strategic Problems and Opportunities
Strategic Choice — Offensive versus Defensive Strategic Programmes
How to Build and Use the “5-page Strategy Framework”
Mini-Case on Strategic Choice

Module (03) The concept of competitive advantage and the ways of securing competitive Advantage

Competitive Advantage through Cost Leadership
Competitive Advantage through Product/Service Differentiation
Competitive Advantage through Differentiation of the Business Model
Combining Cost Leadership with Differentiation: Singapore Airlines Mini-Case
Balancing Cost Leadership and Differentiation in Delivering Value to Customers
Introduction and Briefing for the main Case Study
First-phase group work on the main Case Study

Module (04) Strategic Risk and Global Strategic Management

Identifying and Assessing Risk and Uncertainty
Tools and Techniques in Managing Risk and Uncertainty
The Essence of Globalization and Global Business Strategy
Globalization – Managing the Strategic shift from between National/International/Global phases
Globalization – Managing Organizational Change and the Human Resource dimension
How to Build and Manage a Strategic Planning team
Managing the Interface of Strategy and Global Operations
Second-phase work on the main Case Study

Module (05) Building tomorrow’s organization out of today’s organization

Final-phase work on the main Case Study
Group Presentations of the main Case Study
Strategic Renewal: The Life-Cycle Principle Applied to Business Strategy
The Importance of Vision and Values in Driving Strategic Development and Organizational Change
The Senior Executive as Strategic Leader and Communicator
The Senior Executive as Coach and Mentor – Getting Strategic Thinking into all Levels of Management
Conclusions (1) – Building Tomorrow’s Organisation out of Today’s organisation
Conclusions (2) – The Corporate and Individual Value of Strategic thinking

Customer Service Strategy (Achieving Excellence in Customer Services) Virtual

TRAINING PLAN FORM