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June Events ‫عروض شهر يونيو‬

www.iirme.com


Dear Colleague, For more than 35 years IIR has been a leader in the provision of business knowledge and skills. This has been achieved through our enterprising, innovative company culture and through an unwavering dedication to the provision of timely and practical knowledge. IIR’s global and regional experience has earned it an enviable reputation as the leading local, regional and global conference, training and exhibition organiser. IIR’s experience allows it to identify trends ahead of the curve, responding quickly to market needs to bring global thought leaders and industry experts to the region. This strength offers you the opportunity to maintain the greatest asset in the competitive arena – knowledge. Each of our carefully researched events attracts participants keen to learn, network and share ideas. Joining the Informa Group in 2005 has further strengthened IIR’s core values to provide quality, innovative learning solutions, networking opportunities and up-to-the minute information services across the region. Of course it would not be possible to describe IIR’s success without referring to people – our valued customers, our dedicated associates and our exceptional speakers, trainers and consultants. I thank you all for your continued support. Kind regards

Leigh Kendall Head of Account Management & In-House Training


INDEX AUDIT

CERTIFICATE IN ENTERPRISE RISK MANAGEMENT

6-Jun-11

4

AUDIT

CERTIFICATE IN INTERNAL AUDIT I - ESSENTIALS OF INTERNAL AUDIT

12-Jun-11

4

BUSINESS

ESSENTIAL MANAGEMENT SKILLS FOR NEW MANAGERS

5-Jun-11

5

BUSINESS

CERTIFIED PROCESS MANAGER - CPM

5-Jun-11

5

BUSINESS

CERTIFICATE IN OPERATIONS MANAGEMENT

11-Jun-11

8

BUSINESS

BUSINESS WRITING FOR ADMINISTRATIVE PROFESSIONALS

12-Jun-11

8

BUSINESS

CERTIFIED PROCESS DIRECTOR - CPD

12-Jun-11

9

BUSINESS

CERTIFICATE IN STRATEGIC BUSINESS PLANNING

19-Jun-11

9

BUSINESS

EFFECTIVE BUSINESS MANAGEMENT REPORT WRITING

19-Jun-11

10

BUSINESS

STRATEGIC INTERNAL COMMUNICATIONS

5-Jun-11

10

BUSINESS

CERTIFICATE IN QUALITY MANAGEMENT AND BUSINESS PERFORMANCE

5-Jun-11

11

BUSINESS

ADVANCED PRESENTATION AND PUBLIC SPEAKING SKILLS

19-Jun-11

11

FINANCE

BEST PRACTICE IN CORPORATE GOVERNANCE

5-Jun-11

14

FINANCE

CERTIFICATE IN FAST CLOSING MONTHLY AND YEAR END ACCOUNTS

12-Jun-11

14

FINANCE

PROJECT FINANCE MODELLING

14-Jun-11

15

FINANCE

IFRS - INTERNATIONAL FINANCIAL REPORTING STANDARDS

19-Jun-11

15

HR

DEVELOPING AND IMPLEMENTING A DYNAMIC HR STRATEGY

5-Jun-11

16

HR

CERTIFIED TRAINING COORDINATOR

5-Jun-11

16

HR

CERTIFICATE IN SUCCESSION PLANNING AND CAREER DEVELOPMENT

5-Jun-11

17

HR

THE HR SCORECARD

19-Jun-11

17

IT

BUSINESS-DRIVEN STRATEGIC IT PLANNING

4-Jun-11

20

IT

INTEGRATED DOCUMENT AND RECORDS MANAGEMENT

11-Jun-11

20

IT

SERVICE ORIENTED ARCHITECTURE (SOA)

19-Jun-11

21

LEGAL

CONTRACT DRAFTING FOR NON-LAWYERS

5-Jun-11

21

MARKETING

EFFECTIVE MARKETING ASSISTANT

19-Jun-11

22

SUPPLY CHAIN

SUCCESSFULLY PLANNING AND CONTROLLING MATERIAL AND INVENTORY

19-Jun-11

22

3 T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com


audit

Certificate In Enterprise Risk Management (In association with

Certificate In Internal Audit I – Essentials Of Internal Audit (In association

Start Date: 06 June 2011

Start Date: 12 June 2011

Course Overview

Course Overview

The George Washington University School of Business)

This course will give you a comprehensive understanding of Enterprise Risk Management (ERM) and how to embed an appropriate risk management process in your organisation. You will examine the different kinds of risk, including people and process risks and reputation risk, and you will learn how to report on risk and establish an appropriate risk awareness training programme.

Course Content • • • • •

Understanding Enterprise Risk Management (ERM) Practical identification and evaluation of risks Dealing with the risk The wider aspects of risk (CSR and ethics, corporate governance) Recording the risk environment

Who Should Attend?

Risk managers and directors, senior internal auditors and audit managers, assurance professionals working in compliance and quality assurance functions who are being asked to review the risk process, and finance managers and insurance professionals who need to understand the wider approach to risk management.

Benefits Of Attending

1. L earn the concepts and practical application of risk management with different techniques for identifying risks and implementing effective risk mitigation strategies 2. Understand how you can embed an ERM approach, the benefits of an enterprise-wide approach to risk and how to link risk management with your business planning process 3. Evaluate techniques for the assessment of people, process and reputation risk as well as how to record the risk process effectively

with The George Washington University School of Business)

This course covers everything the newcomer to audit needs to know regarding the most effective audit practices.

Course Content • • • •

The challenges for internal audit The internal audit role Audit relationships The audit report

Who Should Attend?

The course is designed for new entrants to internal auditors, and inexperienced auditors. It is also useful for those who might be returning to internal audit and need practical guidance on the changing role of the audit function, and people from other functions who need a better understanding of the modern internal audit role.

Benefits Of Attending

1. Gain a broad knowledge of the internal audit function, how it has changed and what these changes mean to an organisation 2. Understand the different types of audit and know when to use them Develop the skills to write a report with impact that persuades management to accept your recommendations

4 T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com


Certified Process Manager (Certified by IPAPI)

Start Date: 05 June 2011

Start Date: 05 June 2011

Course Overview

Course Overview

This course will coach delegates on how to successfully achieve personal goals as well as lead a motivated and highly competent team. You will learn how to effectively integrate excellent planning and organisational skills with core management skills including communication, motivation, delegation and coaching. You will leave with a comprehensive set of management tools you can implement directly into your daily working environment.

Course Content • • • • • • • • • • • • • • •

The criteria for excellence The role of the manager The manager as leader Developing as a manager The manager as team leader Defining Emotional Intelligence (EI) Measure personal EI Communicating at an advanced level Influencing skills Measure communication style Managing performance Dealing with difficult people – situations at work Recruiting new staff Managing change successfully Planning for action

Who Should Attend?

This course has been specifically designed for those managers responsible for groups of staff and will provide delegates with the key management skills needed in order to secure commitment and obtain superior performance from the people they manage.

CPM is the most advanced process and performance training course available and is based on thought leadership brought forward in the IPAPI Customer Expectation Management (CEM) Method. It is the foundational set of knowledge and skills of this revolutionary approach to business process and performance. Delegates will be exposed to the CEM practice of process management including: Enterprise Architecture, Process Strategy as applied to the Enterprise Model, and Process Management practices to protect gains and promote continuous improvement.

Course Content

• Enterprise architecture • Process strategy • Process management

business & management

Essential Management Skills For New Managers

Who Should Attend?

This course will benefit anyone who has overall responsibility for process and/or performance in general ways (or specific).

Benefits Of Attending

1. Develop a powerful, comprehensive approach to managing your enterprise through the four levels of customer-centric process architecture. Strategically increase customer satisfaction and value by applying strategy to customer touch points 2. Translate business goals into an actionable program with a uniformity of purpose, common goals and organizational transparency using process architecture effectively 3. Ensure process gains are protected by using SCO KPIs as vital “health measures”

Benefits Of Attending

1. Learn how to form and lead high performing teams 2. Understand and practice the key components and skills of effective recruitment interviewing techniques Understand how to successfully introduce and implement change, and overcome barriers and resistance to change

5 T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com


Interview, Alan Fell

Alan Fell is a regular Chair at IIR’s Balanced Scorecard (BSC) Forum. His many years of crossindustry experience across the Middle East, Europe and Asia has built an enviable reputation and made Alan one of IIR’s most sought after and experienced associates. We caught up with Alan before jetting off to Riyadh. Hello Alan, I understand that you are on your way to Riyadh in a few days? Yes, that’s correct. I visit Riyadh virtually every month covering consulting engagements as well as more occasional involvement in IIR public events – for example, I was Chairman for the Balanced Scorecard Forum held in December last year, also in Riyadh. My work in KSA, and throughout the Middle East centres on two themes – firstly: specifically helping IIR’s clients to develop and use the Balanced Scorecard, and, secondly, the wider subject of successful Strategy Execution. In the last couple of years, such client work in KSA has covered the manufacturing, health, agriculture and insurance sectors. Some common themes emerged from our recent Balanced Scorecard Forum, mainly the importance of leadership through the change process and integrating risk management into your strategy execution portfolio. Was there anything else that came to light? The importance of Leadership is clearly a key issue for strategy execution. Bob Kaplan rightly emphasised that point a number of times in his presentations. Most Leaders, in my experience, fully understand this. A few, unfortunately, still do not…..!! I do think it important that “leaders” (and by this we mean the top executive team of an organisation) understand and accept that their “day job” is strategic. Surveys continue to tell us that, on average, we struggle with poor communication of strategy, more linkage between strategy execution and compensation, and too little time and attention on strategic issues. My personal view is that – also on average – businesses are getting much better at understanding and addressing these challenges. That is an important message, I believe. You mention Risk Management: this subject has, of course, become flavour of the month (or more correctly flavour of the last 2+ years, as the business world has rediscovered the subject of Risk). But let us be clear – the BSC, from Day 1, has been a management tool fully capable of including the Risk Management strategy within its methodology. I come from a banking background and our early work on the subject nearly 20 years ago, included Risk as a core issue for banks to manage.

That fact that too many people thought that property prices would only go in one direction does not in any sense invalidate the BSC concept. Another theme that came through very strongly at the BSC Forum was the development of Scorecards in the public sector across the UAE. I recall excellent presentations from Dubai and Abu Dhabi and also from a UAE federal entity. It would be good to see other GCC nations adopting the Balanced Scorecard for their public sector. It is starting to happen but there is much still to be done. I am sure that it will happen. A final comment in response to your question. I ran a workshop at the end of the Forum that addressed the question of how can we apply the BSC principles to SME organisations. Well of course there is a vast difference between a 245 man established “medium” business and a 5 man “micro” start-up. But the underlying issue is that the Balanced Scorecard is not just applicable to the major multi-national organisations or to Governments. It can also be applied successfully to SMEs. This is a growth area I believe, and it is good to see IIR at the forefront on the subject. It is a regular occurrence for training projects around strategy/BSC takes a natural step towards implementation consultancy. Why do you think this? You’re absolutely right. Training is fine, but so many organisations find a practical challenge in the step beyond training. This involves on-site work with clients to help them in the pragmatic implementation and management application of the strategy disciplines that I teach in training. There is a gray area between customised inhouse training and implementation consultancy. So often, a first visit is specifically in-house training – but management quickly realise that without further support, their internal teams (often with existing full-time responsibilities, have neither the time nor the practical experience to move from theory to practice. And this can be achieved successfully by adding an external consultant to a small internal part-time team to take matters forward. I know that a lot of our work together stems from meeting clients at events like ‘The Balanced Scorecard Forum’ and training seminars like ‘Making Strategy Happen’. What sort of process is undertaken to get to the bottom of these issues and typically, what happens in the early phase of your consultancy projects? Every client engagement is a little different, of course, but there is a general pattern. It usually starts with people attending a public IIR event – for example either the annual Balanced Scorecard Forum with Drs Kaplan & Norton, or one of our regular 4 day training seminars. The next step is to extend training to a much wider group of people within a client organisation through a customised training course. The better the customisation, the better the true alignment to the client’s real needs.


communication of strategy.

Then the third step is to transition from in-house training to flexible consultancy support. For some clients, that is just a single visit on-site engagement. But others develop as a much wider and deeper client relationship, over a year or more and with multiple on-site visits. That must be a rewarding process… Yes it is. There is indeed a conviction to help others make a success of concepts that you believe in. And we all make mistakes. An important part of my current work is to help others avoid the pitfalls that I have experienced, sharing best practice. And what are your plans over the course of the next few months… After my week in Riyadh, I am back to London and family for some days before jetting off yet again – this time first to Singapore and Vietnam, before returning again to the GCC: Kuwait, UAE and KSA.

I find Vietnam to be particularly interesting: 80+ million people, a difficult history, but with enormous potential. My training programme in Ho Chi Minh centres on applying the Balanced Scorecard to SMEs – and I have two Universities in Vietnam also asking me to visit and lecture on the same subject. If only I had 36 hours in a day …. I visit the GCC at least once every month: a combination of public training events, usually located in Dubai, regular consulting visits to Abu Dhabi, Kuwait and Saudi Arabia and in-house training across many locations. Next month I am also running an IIR event in Jordan. So a busy schedule ahead …. – Alan Fell was talking to Leigh Kendall. For more information on Alan’s courses or to initiate a discussion on implementation consultancy please email cts@iirme.com

Interview, Alan Fell

continue to tell us that, ❝onSurveys average, we struggle with poor


business & management

Certificate In Operations Management (In association with The George Washington University School of Business)

Start Date: 12 June 2011

Start Date: 11 June 2011

Course Overview

Course Overview

This course focuses on the strategic and tactical skills required to establish an operations strategy to manage operations effectively. Delegates will learn to use modern approaches to improve operations and translate organisational goals into operational performance objectives.

Course Content • • • • • • • • • • • • •

Business Writing For Administrative Professionals

Operations management Strategic role of operations management Layout and flow Job design and work organisation Nature of planning and control Capacity planning and control Inventory planning and control Supply chain planning and control Lean operations Just In Time (JIT) Quality planning and control Operations improvement Strategic quality management

Who Should Attend?

This course is specifically developed for managers, assistant managers, superintendents, supervisors, team leaders, coordinators, officers and specialists responsible for: operations, procurement, purchasing, supply chain, logistics, production, manufacturing, warehousing, inventory, quality, R&D, project, business improvement, process improvement, plant, utilities, applications, performance.

Benefits Of Attending

1. T ranslate organisation goals into operational performance objectives of quality, speed, dependability, flexibility and cost by establishing a solid operational strategy 2. Efficiently utilise resources by employing effective planning and controlling activities 3. Strategically improve operations by applying more modern approaches like Lean, Just In Time and Six Sigma

This course will help administrative professionals develop their writing skills and learn how to write more effectively. They will discover how to structure effective emails and letters, and there will be a session on writing tasks such as writing agendas and minutes for meetings.

Course Content • • • • • • • • • • • • •

The ABC of good business writing Barriers to good writing Writing for your reader Writing in plain English How to structure your sentences Paragraphs Punctuation The clarity index Style and tone Using the correct tense Producing business letters Email etiquette Producing agendas and minutes of meetings

Who Should Attend?

This course is designed for administrative professionals (executive assistants, personal assistants, administrators, etc.) who would like to refine their writing skills and acquire a portfolio of techniques to enhance their professional written communications in a variety of formats and business situations.

Benefits Of Attending

1. Improve your writing confidence by using current business standards for English usage and clarity 2. Write effective correspondence that get the results you want 3. Ensure your written communication gets your message across clearly

8 T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com


(Certified by IPAPI) Start Date: 12 June 2011

(In association with The George Washington University School of Business) Start Date: 19 June 2011

Course Overview

CPD is the most advanced process excellence training course available and is based on thought leadership brought forward in the IPAPI Customer Expectation Management (CEM) Method. It is the highest level set of knowledge for this revolutionary approach to business process and performance excellence. It addresses the CEM approach to organizational excellence so that delegates develop the skills and actionable plans to implement and operate the Centre of Excellence; fostering Process Culture as a way of life in the organization and management of its growth; developing Process Management as a cohesive, integrated program; and developing Strategic Planning that yields an effective enterprise strategic roadmap.

Course Overview

This course explains how the strategic management process can be used to analyse environments, industries and organisations, and how to use that analysis to make sound strategic choices. Delegates will look at how to build a cohesive strategy across an entire organisation to ensure that all areas are aligned and moving in the same direction. When the analysis has been done and the choices have been made we move on to the implementation of the strategy. This course looks at tools and techniques that can be used to help achieve strategic change and considers the role of leadership in the change process.

Course Content

Course Content • • • • •

Certificate In Strategic Business Planning

Centre of excellence Process culture Program management Strategic planning Synthesis: developing your excellence

Who Should Attend?

This course will benefit anyone who has overall responsibility for process and/or performance in general ways (or specific).

Benefits Of Attending

1. Implement and operate the Centre of Excellence with a comprehensive framework of process leadership 2. Maximise success while minimizing the need for change management and negative change impacts by creating a Process Culture 3. Implement Program Management of goals, monitoring, value protection, and cross-pollination 4. Move the organisation up the customer value chain by crafting many possible future states of processes through a Strategic Planning program

• The strategic management process • Strategy implementation • Strategic analysis – environmental, industry and competitor analysis • Analysing resources and capabilities • Sustaining competitive advantage • Competitive strategies • Growth strategies • Partnerships and alliances • Mapping the strategy • Top-down strategy formulation • Using a map to communicate the strategy • Linking the pieces of the strategy • Strategy and the customer value proposition • Managing strategic change • Change and the organisation • Resistance to change • Implementing change

business & management

Certified Process Director

Who Should Attend?

The course is ideal for people who have to propose new business ideas to people in their own company – at any level. It is also designed for anyone who is responsible for preparing and presenting business plans and proposals to bankers, financiers and prospective investors.

Benefits Of Attending

1. Better evaluate business strategies 2. Formulate business strategy in the face of increased globalisation 3. Maximise marketing and sales strategies and align financial planning with business strategy

9 T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com


business & management

Effective Business Management Report Writing Start Date: 19 June 2011

Start Date: 05 June 2011 Course Overview

Course Overview

Any business relies on well-structured reports to ensure such things as accurate communication about goals and objectives, requirements, designs, measuring and recording progress. This course has been especially designed to help you overcome the challenge of important business management reports not being as clear as they should be.

This course will guide delegates in designing a streamlined and effective internal communication strategy for their organisation and teach them how to improve organisational performance through an in-depth understanding of key topics. They will learn how to quantify their goals and achievements via internal surveys on attitude, communication and awareness.

Course Content

Course Content • • • • • • • • • • • • • • • •

Strategic Internal Communications

English and its uses Structuring sentences for ease of understanding Powerful paragraphing Punctuation and its uses The clarity index Researching information and gathering material for reports Logical sequencing of information Document layout Document design Software tools Writing business plans Writing market research reports Writing a SWOT analysis report Negotiation preparation notes Writing a trade-off study report Writing a business re-engineering report

Who Should Attend?

This course is designed for business and technical managers who have to write, or contribute to, the full range of business management reports.

Benefits Of Attending

1. Ensure that your audience is clearly receiving and understanding the messages that you are sending by planning, researching and writing concise, targeted reports 2. Understand the different requirements of some of the principal management reports used in organisations, and know how to identify the purpose and audience for your report clearly 3. Use plain English to minimise misinterpretation or your reports, to ease understanding and to ensure readability

• • • • • • • •

Tools for defining internal communications objectives Understand the needs of internal customers Utilising QQCPE as a tool Assess internal communication processes with proven tools and techniques Understand a department’s strengths and weaknesses Identify whether a department can deliver and organisation’s communication strategy effectively Build an essential communication framework Develop a strategic plan

Who Should Attend?

This course is designed for business professionals working in internal communications, from Directors and Presidents to Heads and Managers. This course is for everyone interested in creating a high quality corporate communications department.

Benefits Of Attending

1. Identify critical criteria for formulating a successful internal communication strategy 2. Utilise proven methods for improving your existing internal communication processes 3. Train staff and gain their buy-in towards breaking down existing barriers to communication

10 T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com


Advanced Presentation And Public Speaking Skills

University School of Business)

Start Date: 19 June 2011

Start Date: 05 June 2011

Course Overview

This course will deepen delegates’ understanding of how they can help transform their organisation to deliver business excellence. The effective implementation of the tools and techniques that they will learn can help secure greater market share and increased profits, as well as reduce costs.

This advanced course has been designed to help delegates develop exceptional presentation skills which will help them connect with peers at their office, company shareholders or even the media. Delegates will explore the nine core skills related to face-to-face presentations and six related to media presentations. This highly interactive course will give delegates many opportunities to practice their new skills and receive personalised feedback from course director Simon Bucknall.

Course Content

Course Content

Course Overview

Business Excellence: a framework for business management? A fast-track method of implementing Business Excellence Understanding and communicating why your business exists Determining an approach to fulfilling your business purpose Identifying what needs to be done to deliver your strategy Tools and techniques for process improvement Organising key business processes to effect management control Managing the people dimension of your business Converting vision into reality with a 5-year business plan making The history and development of the Balanced Scorecard Measuring and monitoring Making the Balanced Scorecard a ‘living’ document Linking the Balanced Scorecard to the Business Excellence model Linking the Balanced Scorecard to performance management systems • Using the EFQM to conduct self-assessment • • • • • • • • • • • • • •

Who Should Attend?

This course is designed for business leaders and executives who wish to implement quality tools and models in their organisations.

Your Confidence • Core Skill 1 – Presence • Core Skill 2 – Power of stories • Core Skill 3 – Empower through feedback • Core Skill 4 – Sensory impact; voice, pace, eye contact Your Presentation • Core Skill 5 – Audience analysis • Core Skill 6 – Clarity • Core Skill 7 – Visual aids Your Impact • Core Skill 8 – Persuade with power • Core Skill 9 – Inspire your audience Meet The Press • The journalist’s mindset • Core Skill 1 – Preparation • Core Skill 2 – First impressions • Core Skill 3 – Take control • Core Skill 4 – Mechanics • Core Skill 5 – Interview formats • Core Skill 6 – Internet media

business & management

Certificate In Quality Management And Business Performance (In association with The George Washington

Who Should Attend?

Benefits Of Attending

1. Understand the business case for Business Excellence and its potential to have an impact on a business 2. Determine the best approach to fulfilling a business’ purpose 3. Build a Balanced Scorecard for your organisation which is linked to the Business Excellence Model and to performance management systems

This course is aimed at senior and middle managers who have to provide presentations for such occasions as board meetings, and for those who represent their organisation externally through media interviews, press conferences and business events. It will also benefit corporate relations and PR staff who are responsible for the communication of important messages through presentations and the media.

Benefits Of Attending

1. R  aise your profile within your organisation by confidently delivering winning presentations and powerfully connecting with your audience by mastering the core presentation skills 2. Take control of your image during interviews by understanding what all journalists want by using the core media relations skills 3. Take home the inspiring Panic To Power CD giving you 60+ minutes of quality speaking tips as Simon teams up with three former World Champions of Public Speaking

T: +971-4-4072553

F: +971-4-3352607

E: keyaccounts@iirme.com

W: www.iirme.com

11


Interview, John Davis

❝The real skill is to accomplish the key tasks efficiently and effectively, on time and on budget. ❞ John Davis has been a senior associate with IIR for over 12 years. In that time he has contributed to the development of a number of core training programmes including one of our ILM accredited courses, ‘Certified Management Skills for Middle Managers’. We spoke to John about the course and how it is being received. Hello John, the Certified Middle Manager programme has really taken off with interest very high; could you tell us a little more about the programme and who it is for? Thanks for the opportunity. This ILM Certified Middle Manager programme focuses on the needs and skill set development for the all important middle managers in companies across the region. Middle Managers are usually closest to the customer, they are key to the successful operation of the management teams, they manage working relationships with suppliers and are required to deliver on the strategy and direction defined by senior management. The programme will equip these Middle Managers with a complex blend of skills and competencies that are needed to achieve demanding goals. Most of our attendees are in fact reaching out for guidance and assistance on how to get the very best from their teams and deliver outstanding results for their companies.

Why are these competencies important? In any business operation the real skill is to accomplish the key tasks efficiently and effectively, on time and on budget and we have carefully selected a blend of seminar modules, workshops and case studies to help them achieve this. We also focus on some key areas like diplomacy, empathy, decision making and planning, linking all of this to a strategic mind-set. There were a few articles published at the height of the GFC stating that the middle management was a dying role but do you think the popularity of this course would suggest otherwise? Absolutely. The young men and women we’ve already had through the programme have shown real enthusiasm, with strength of purpose and commitment. It’s the reason I came into business teaching after reaching c-level in a global company, the desire to add back experience, to help and develop professionals and feed that enthusiasm for knowledge. There has never been a more important time in the development of Gulf companies and authorities to encourage young managers to achieve in a professional and competent way. These men and women are the future for all the major companies in the region and any professional business teacher will tell you that successful management development is key to sustainability.


Interview, John Davis With this being an ILM accredited course there is a formal qualification, could you go into more detail on the requirements for being awarded the certificate? The programme runs over four days and is divided into two parts. Business development and leadership development, with an assessment test after each session. We have chosen the option of giving the participants free reign to express themselves when they answer the various questions, which serve as guidance and revision as well as a test of their skills. We have had some outstanding results from across all sectors - oil and gas, banking and finance, trading companies and government organisations. Simply put amazing results underwritten by one of the world’s major business learning organisations in leadership and management - ILM. I understand that you are close to completing your first book and it surrounds one of your big passions – could you tell us a bit more about that and what to expect? Yes, Leigh thanks for asking. A great deal of pressure to complete the book, especially from my wife! The working title is ‘Round Tables’ – a leadership secret and a management tool. One of my passions is consensus and fast, effective team involvement. ‘Round Tables’ focuses on the opportunity to speed discussion, remove conflict and generate team development. It supports another passion of mine which is ‘No one is perfect but a team

can be’. Conflict in management is an issue that comes up on most of my programmes as something that business people struggle with. My concept focuses on the ability of the leader in a team to join with his colleagues, meeting at the same level and to talk through problems and issues in a dynamic way to reach fast and effective solutions. Leadership is about sharing, caring, respect and effective implementation. Conflicts cost time and therefore add cost, which can damage relationships forever. ‘Round Tables’ eliminates this big obstacle, aiding the creation of solutions by encouraging non confrontational discussion. Certified Middle Manager is an ILM accredited programme, the next open session takes place in Dubai on 4th December 2011. For more info on this article or to discuss working with John Davis, please call +971 4 407 2553 or email cts@iirme.com


finance

Best Practice In Corporate Governance Start Date: 05 June 2011

The George Washington University School of Business)

Course Overview

This course emphasises on international standards and frameworks. You’ll be able to develop a Corporate Governance strategy for your organisation and will be able to meet your long term strategic goals by structuring, operating and controlling your company to comply with legal and regulatory requirements, and meeting environmental and local community needs. This course will add strategic value by making you understand the concepts of Corporate Governance and turning these concepts into practices. It brings constructive changes to board decision-making with the right mix of Corporate Governance knowledge and best practice.

Course Content • • • • • •

Certificate In Fast Closing Monthly And Year End Accounts (In association with

Introduction to governance frameworks Strategy for Corporate Governance implementation Management assessment of internal controls Essential elements of Corporate Governance Roles and responsibilities Implementing your strategy

Who Should Attend?

This unique course is designed for those professionals whose responsibility it is to introduce good Corporate Governance into an organisation. This encompasses many different levels of seniority as well as various business functions.

Benefits Of Attending

1. Understand why good governance is important 2. Be able to measure your organisation’s Corporate Governance status and key gaps 3. Define and interpret the roles and responsibilities for key players

Start Date: 12 June 2011 Course Overview

By attending this course you will develop an in-depth understanding of fast close processes, policies and systems and how to improve your current close processes and systems to achieve world class fast close goals. You will improve data quality and free up your finance staff to focus on activities that add greater value to your organisation, such as business partnering, focusing on business forecasting and budgeting and participating in new project initiatives. The course is comprehensive across the whole supply chain of information needed to achieve consolidated financial results. It will cover both fast close principles applied to the closure of your company’s local ledgers as well as the process of consolidation across the multiple companies making up your group. You will also cover the appropriate best practices in quality control in recording transactions in the subsidiary, closing the books monthly and performing the group wide consolidation.

Course Content

• Understanding the internal and external benefits and advantages of fast close • Setting up and managing a fast close project • The tools and techniques needed to improve the close cycle during the diagnosis phase • Developing the road map for achieving excellence in fast close and group reporting • Systems and how they can be used to support fast close

Who Should Attend?

This course is designed for those involved in: Finance, accounting, financial control, finance and information systems, financial accounting and administration.

Benefits Of Attending

1. Learn advanced analytical techniques and methods designed to focus on remediation of problems and decisions, and apply the information to solve key management issues 2.  Discover insights into the issues involving risk, sensitivity, influence in decision making and identifying patterns of performance 3. Acquire capabilities and skills to analyse various aspects of business performance and apply the appropriate actions to reach solutions

14 T: +971-4-4072553

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Start Date: 14 June 2011

IFRS - International Financial Reporting Standards Start Date: 19 June 2011

Course Overview

Modern project finance transactions require a high level of expertise in building financial models which are reliable and flexible to accommodate the changing requirements occurring during the life of a project. This course covers such issues as how to model the role of debt, debt covenants, cash waterfalls, inter-creditor relations, restructuring and rescheduling of debt, how to model risk, and the role of equity and its rewards.

Course Overview

In the course of the three days you will build and evaluate a range of project finance models, covering projects as diverse as Public-Private Partnerships (PPP), major energy investments and private hospitals. You will overcome the most complex aspects of building a reliable model, including uncertainty, currency and timescale mismatches, debt amortisation, depreciation, control account waterfall, cost structures, and the ability to easily shift time scales, as well as the ability to identify and control key sensitivities through spreadsheet simulation.

Course Content

Course Content • • • • • • • • • •

Using Excel for modelling Project cash flow Project finance models Equity valuation Project dynamics and risks Structures Project finance in practice Project finance model issues Approaches to rating in project finance models Using and building project finance models

finance

Project Finance Modelling

The International Accounting Standards Board (IASB) is continuing its drive to improve International Financial Reporting Standards (IFRS) previously known as International Accounting Standards (IAS). Delegates will be aware of all the recent developments in international accounting by attending this valuable course.

• • • • • • • • • • • • • • •

IFRS – an essential update IFRS 1 – first time adoption of IFRS Financial statement presentation Measuring financial performance Consolidations including foreign currency issues Segmental reporting Revenue recognition Tangible and intangible assets Liabilities, provisions and contingencies Accounting for financial instruments under IFRS 7, 9, IAS 32 and 39 Impact on implementation guidance – questions and answers Debt/equity classification Subsequent measurement, fair values and impairment Hedge accounting Disclosures

Who Should Attend?

This course is designed for all accountants and financial professionals who need to learn about or keep up to date with IFRS.

Benefits Of Attending

Who Should Attend?

This course is designed for professionals who are seeking to improve their technical modelling skills including: Bankers and financiers involved in project finance, directors and business development executives from corporates, equity sponsors and consultancies, accountants and lawyers.

1. Understand the latest developments in the growing worldwide use of IFRS 2. Discuss the latest IFRS, Exposure Drafts (ED) and the International Accounting Standards Committee Foundation (IASCF) improvement project

Benefits Of Attending

1. Overcome the most complex aspects of building a reliable project finance model and explore the role of equity and its rewards 2. Appreciate the structure of a project finance model, its relationship with project contracts and risks it models and be able to produce a detailed model that meets all users’ requirements 3. Understand and model debt, debt covenants, cash waterfalls, intercreditor relations, restructuring and the rescheduling of debt

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human resources

Developing And Implementing A Dynamic HR Strategy Start Date: 05 June 2011

(In association with The George Washington University School of Business) Start Date: 05 June 2011

Course Overview

Human resources input is key to managing business and recessionary risk; it is the most important function of an organisation in today’s turbulent economy. Organisations need proactive human resource strategies that ensure long-term sustainability. This comprehensive course provides insight, depth and understanding into the principles, models and frameworks used for developing and implementing an HR strategy that aligns with organisational strategic objectives.

Course Overview

This four day course provides the foundation knowledge and skills required to be an effective training coordinator. It introduces delegates to the role of personal and organisation effectiveness, the importance of building relationships and creating a customer-focused function. It also focuses on the need to make sure that the training and development initiatives put in place deliver results and have clear value to the organisation.

Course Content

Course Contents • • • • • • • • • • • • • • • • • • •

Certified Training Coordinator

Changing times and your HR strategy Strategic modelling Strategic analysis Analysing the environment Analysing resources and strategic capability Analysing cultural and stakeholder expectations Identifying critical success factors Strategic choice Identifying strategic options – generic strategies Identifying strategic options – alternative directions Evaluating options Selecting strategy Strategic implementation Managing strategic change Organisational structure and design Planning and allocating resources The importance of employee relations Strategic communication Developing an HR strategy

Who Should Attend?

This course is designed for middle to senior level HR professionals responsible for developing HR strategies, and for contributing to organisational strategy, and who want to develop their repertoire of strategy analysis tools and techniques.

Benefits Of Attending

• • • • • • • • •

Personal and organisational learning HRD department effectiveness Core competencies Operational performance, causal analyses and learning needs analysis Individual and team learning journeys Managing a training interventiona Validation and evaluation Administration processes and procedures The numbers game

Who Should Attend?

This course has been specifically designed to provide the background information required for training coordinators. It is appropriate for newly appointed training professionals from all industries, and all those wishing to extend and update their foundation knowledge to become effective training coordinators.

Benefits Of Attending

1. L ink learning with change and performance by recognising and understanding the key concepts of both personal and organisational learning 2. Analyse learning needs, plan training, organise training delivery and control the training budget 3. Provide analysis and advice to operational managers on how learning interventions will improve their departmental performance

1. U  nderstand HR’s role in organisational strategy development and implementation and ensure that your organisation’s objectives and critical success factors are supported by a comprehensive, proactive HR strategy 2. Ensure your HR strategy is based on a detailed and comprehensive understanding of the environment through sound strategic analysis and considered evaluation of alternatives 3. Successfully implement your HR strategy by managing the strategic change process appropriately

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(In association with The George Washington University School of Business) Start Date: 05 June 2011 Course Overview

Succession planning has been identified as a key issue that “keeps CEOs awake at night”. Organisations that implement effective succession planning and career development ensure business continuity while motivating and retaining their talent. In the GCC region it is a key driver of localisation by ensuring that strategies are in place to meet challenging localisation targets.

Course Content • • • • •

Succession planning or external market forces? Compiling the succession plan Career development Impact on HR and organisational processes Implementation of the succession and career development plan

Who Should Attend?

This course is designed specifically for all management professionals with an interest in ensuring business continuity and improving performance, motivation and loyalty of employees. It is an essential course for Department Heads, Directors, Senior Managers and Section Heads. HR professionals, People Development Officers and Career Development specialists will also benefit from the outcomes of this course.

Benefits Of Attending

1. E nsure business continuity by planning succession into key organisational positions and preparing people appropriately to step up to leadership roles 2. Identify talented employees and provide structured career development opportunities to enable them to take on higher level and broader responsibilities 3. Attract and retain the top talent you need to meet your organisation’s current and future objectives

The HR Scorecard Start Date: 19 June 2011 Course Overview

The Balanced Scorecard (BSC) is widely renowned as one of the, if not the, best management and performance measurement tools available for organisations today. That said, its effectiveness is only ensured if it is aligned to the organisation’s overall objectives. Some organisations use it throughout all levels of the business, others use it for specific business units. This course considers HR’s role in supporting BSC implementation throughout the organisation and then examines how the Balanced Scorecard can be used effectively in the HR function, contributing to the development and implementation of effective HR strategies.

human resources

Certificate In Succession Planning And Career Development

Course Content • • • • • • • • • • •

The BSC – background, concept and benefits Why the BSC has a special focus on people and learning The common challenges for HR: creating a strategic HR function Creating the right management environment for successful strategy execution Managing a BSC development programme The process for selecting and developing HR measures within a business scorecard The process for developing a functional scorecard for the HR department How to use the HR scorecard Cascading and alignment through the BSC: personal scorecards Aligning the BSC to the compensation arrangements How the BSC acts as a catalyst to upgrade many HR policies and practices

Who Should Attend?

This innovative and interactive course is aimed at strategic HR professionals interested in gaining a thorough understanding of the HR scorecard and its successful implementation.

Benefits Of Attending

1. D  iscover how to use a proven methodology, the HR scorecard, to create and strengthen HR’s strategic role, and to ensure HR is making a valuable contribution to the business objectives 2. Develop practical people management measures for use throughout the organisation to ensure that your people management strategies are working effectively and to allow you to make informed organisational decisions 3. Design and develop a BSC to measure the performance of your HR function

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Interview, Basem Al Attar

❝We’re all constantly

programming ourselves, but whether the programming is positive or not, depends on our understanding of how our minds work.

Over the past 2 years, Basem Al Attar has worked with some of our key clients on Leadership Development, Sales Training and Consultancy Projects with profound success. Basem has fast become one of the most sought after and successful IIR associates. Here he talks about the importance of communication and maybe more importantly, the role that NLP has played in his success. Hi Basem, what are you currently working on? As usual, I’m working on several different projects at the same time and doing a lot of travel. Currently I’m preparing for the HR Summit in Saudi and Cairo, where I will be leading a workshop on “Creating a Coaching Culture” and giving a short keynote on getting the best results from Training & Development Efforts. We have worked together with some big clients across the GCC and there is a common denominator in all of our projects – the profound impact that you have had on such a large percentage of your attendees. What do you credit this amazing response rate to? Well… I think it’s about dealing effectively with people’s mental roadblocks. Anyone can learn anything if they can overcome their own resistance and doubts. So before I attempt to teach something, I deal with psychological roadblocks. Once someone is in the right state of mind,

learning new skills becomes easy and natural. I also pay a lot of attention to designing exercises. You know, things like games, challenges and discussions that will simulate real life situations. It’s just not enough telling people or showing them how something is done, they’ve actually got to do it themselves and experience the fun of getting better at it. I know you’re a certified NLP Trainer, a Master Hypnotherapist and EFT Practitioner and that you use these techniques to remove those mental roadblocks you mentioned. How can these techniques help in a training environment? All these techniques are tools for achieving change. Originally they were developed for therapeutic purposes but they are very useful in a training environment because they accelerate learning. The most difficult part of training is getting people to use what they know. There is a big difference between knowing & doing. So NLP, EFT and Hypnotherapy can be very useful to get people motivated and ready to take what they’ve learnt in the training room and put it to use in real life. How would you describe NLP to someone who is completely new to the concept? NLP stands for Neuro Linguistic Programming and it simply refers to the mental programmes we use to manage our minds. We have mental program for almost everything we do; how we hold a pen, answer the telephone or respond to criticism. These programmes are all learnt, we weren’t born with them; we developed them through upbringing, practice and personal experience.


We’re all constantly programming ourselves, but whether the programming is positive or not, depends on our understanding of how our minds work. So NLP gives us some very powerful tools to reprogramme our minds whenever we come across behaviour that is not useful for us. The beauty of NLP is that the reprogramming can be done quite rapidly even for habits and programmes that we’ve had for years. Some sections of the media seem, to view NLP with some negativity, do you think there is an unfair misconception and if so, why do you think that is? Yes there is an unfair misconception. First, NLP is just like any other tool. It can be put to good use or it can be misused. TV advertisers use NLP extensively to make us buy products we don’t need and politicians use NLP language patterns to influence us. Sometimes of course they don’t have our best intentions at heart. However, therapists, counselors, teachers, sports coaches, leaders and outstanding managers all use NLP to motivate & develop people’s performance. It’s not the tool; it’s how you use it. Second, NLP is not a quick fix. People who claim that you can learn NLP in 2 days and solve all your problems are scamming you. It requires time and practice to master NLP. Once you’ve mastered it, you can get fast results, but there are no shortcuts in the learning process. A certified NLP Practitioner needs to go through about 120 hours of training. That’s about 15 days. But because of the high demand for NLP training, many people have been scammed into attending “intensive” NLP courses that are about 3 to 5 days long! That’s just outrageous; there is no way you can fit 15 days of learning and practice into 5 days! The result is shallow understanding of the topic and skills that can’t be truly demonstrated in real life. This is why the International NLP Trainers Association (INLPTA) was set up. It’s currently the most rigorous NLP training body and holds very high standards for training and certifying people. My advice to anyone perusing NLP training is to seek an INLPTA certified course and trainer.

sometimes miss the core skills that the organisation’s leaders must do well. Leaders actually have to do 5 things:  Set Direction:  Define what your people need to focus on and what they don’t need to focus on. This has to be done on long-term basis, but also on a weekly and daily basis. People need you to tell them what is top priority, today!  Organize Work:  It’s not enough just telling people what needs to be done; you also have to get involve in how it gets done. Don’t just let the details take care of themselves. Roll up your sleeves and get involved.  Motivate People:  So your people know what to do and how to do it, but you also need to make them want to do it. That requires understanding of each individual on your team because motivation is not a one size fits all. One person’s carrot can be someone else’s stick!  Develop Performance:  Rarely will your people’s performance meet your expectations without some guidance and coaching from you. In fact that’s where successful leaders spend 80% of their time. Struggling leaders however, have the misconception that people should automatically perform up to standard they want, straight out of the box. That may be true for electronic gadgets but not for people.  Manage Relationships:  That includes inner team relations and external relations, like your relationship with suppliers, contractors and other departments. And of course, the most important relationship of all is your relationship with your end user or consumer. When leaders and managers are trained to do these 5 things well, it becomes much easier for an organization to move forward. All strategic initiatives and operational efforts become aligned. So before branching out into the wide world of training, make sure your leaders and managers are trained to preform these 5 skills well. Finally what are your plans for the immediate future? My new book is coming out soon. It’s called: ‘Six Simple Ideas That Can Change your Life!’ And I’m already busy writing the next one.

As someone who has worked with numerous companies around the Middle East, what would you say are some common challenges for developing people and how can companies overcome them?

I am also planning to continue working closely with the IIR as I’ve been really impressed with your outstanding management of every training we’ve collaborated on. That ultimately means that my attendees can get the highest quality learning and development experience. And my ultimate goal this year, is to capture my youngest daughter’s first step, on camera!

One of the biggest challenges is vague understanding of leadership. Companies spend a lot of time and effort developing people but

Basem Al Attar is an associate consultant of IIR and was talking to Daniel Othman. If you are interested in Basem or want to know more about behavioural change courses for your staff please call +971 4 407 2553 or email cts@iirme.com

Interview, Basem Al Attar

Most of these mental programs are useful because they allow our minds to automate small repetitive tasks. But sometimes a mental program could be unhelpful or even destructive. Worry, fear, anger and procrastination are all the result of unhelpful programs. Bad decisions or reactions we later regret are also the result of negative programming. With regard to training, willingness to learn and develop are also the result of our mental programming.


IT

Business Driven Strategic IT Planning Start Date: 04 June 2011

Integrated Document And Records Management Start Date: 11 June 2011

Course Overview

The IT function is subject to pressure from new technology as well as business volatility. These pressures demand better information technology management and planning. Strategic IT planning helps ensure your organisation’s technology plans are consistent or aligned with its business plans. If effective, strategic IT planning can ensure delivery of IT services that balance cost and efficiency while enabling the business units to meet the competitive demands of the marketplace. The course offers an approach to plan the fusion of IT with other strategic resources to achieve and sustain leadership. It includes a number of key tasks such as aligning IT with the direction of the business, understanding the role of IT in the business and implementing a reliable methodology for developing the IT plan. Strategic IT planning is an effective management tool that will help you gain a greater understanding of your organisation’s IT capabilities and define its course for the future.

Course Overview

This course will discuss the importance of document and record management processes, providing advice and insight into how it can substantially improve and enhance organisational efficiency and profitability.

Course Content • • • • • • • •

Introduction to information management needs and drivers Business drivers for information management National, international and global compliance Digital preservation Search and retrieval Pre-implemenation planning Business and system requirements Selecting and implementing EDRM (Electric Document And Record Management) Systems

Who Should Attend? Course Content • • • • • • • • •

Introduction – the evolving role of IT strategy Strategy setting in business Strategic planning management and methodology Aligning business and IT Establishing IT strategic direction Determining business need IT goals and objectives Establishing the IT future Building the strategic plan

This course is designed for business managers, IT managers, supervisors and executives, heads of technical support, systems analysts, audit managers, compliance officers, archivists, librarians, records managers, document managers, operations managers and information managers, as well as for solution providers, sales consultants, project managers and technical staff.

Benefits Of Attending 1.

2.

Who Should Attend?

This course is designed for CIOs, IT directors and senior IT executives, corporate and IT planners, and senior business executives/strategists who have responsibilities in implementing IT initiatives in their organisation. IT managers, IT executives and other senior professionals responsible for strategic IT planning in an organisation will certainly benefit.

3.

Get a clear vision of the application of document and record management technologies including document imaging, record management, content management and knowledge management Look at opportunities for improving core business processes without compromising the data Identify where changes could be beneficial and how to reengineer them and determine the document management technologies to support those changes

Benefits Of Attending

1. Understand the strategic IT planning framework and formalise and document the IT master plan 2. Learn how to progress from business and organisation analysis to identification of IT opportunities 3. Plan the fusion of IT with other strategic resources to achieve and sustain leadership

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Contract Drafting For Non-Lawyers

Start Date: 19 June 2011

Start Date: 05 June 2011

Course Overview

Course Overview

This SOA course is designed to lead business and IT managers and personnel through the full range of current SOA concepts, thinking, best practice, methodologies, tools and architecture. The course will begin with fundamental concepts and proceed through more in-depth learning about Business Process Modelling (BPM) and Enterprise Service Bus (ESB) – foundational components; the tools and technology and their use and role, global standards and their vital functions, and finally overall SOA design and integration. The course covers all aspects of SOA as it is being applied today and also project and forecast future developments.

Course Content • • • • • • • • • • • • • • • • • •

SOA: concepts, principles and definitions Service architecture XML and web services Web services Service oriented infrastructure SOA impact on infrastructure and applications From integration to SOA The new integration tools Developing services Life cycle of a service SCA And SDO introduction Organisation and governance Enterprise Architecture (EA) Organisation in a SOA context SOA governance Your SOA journey Lessons learned from pilot projects Market and evolution

Who Should Attend?

This course is designed for top IT professionals and anyone in senior decision-making role regarding SOA and other aspects of application architectures.

Benefits Of Attending 1. 2. 3.

legal

Service Oriented Architecture (SOA)

As the business world gets more complex, ensuring smooth and uninterrupted operations coupled with long-term relationships with all parties is extremely critical. Contracts are now considered vital as they not only instill high levels of confidence in the organisation one deals with, but also save the time and effort one might face in dealing with unpredictable concerns and arguments. This course will guide you through a step by step process to understand, draft and negotiate a successful contract and at the same time ensure that the interests of your organisation are well protected. You also will strengthen your expertise to build sound contractual relationships.

Course Content

• Backdrop to contracts: overview of the legal system • General principles of contract drafting • Taking the mystery out of contracts: specific parts of the contract and what they mean • Focus on important clauses • Types of contracts and special considerations • Standard terms and conditions • E-commerce • Model and template contracts

Who Should Attend?

This course is designed for managers who need to negotiate contracts, terms and discounts with outside suppliers of goods and services or manage contractor performance. This will include purchasing, sales or marketing managers, and supervisors and staff taking up such appointments for the first time. It will also be of benefit to those who have had little formal training in contracts, purchasing and negotiation and who wish to consolidate their experience.

Benefits Of Attending

1. Understand the meaning and significance of common contract clauses by identifying essential contract clauses, terms and conditions 2. Learn to establish the right framework for sound contractual relationships 3. Achieve the confidence and skills to properly review, understand and negotiate effective contracts

Discuss SOA intelligently with vendors, service providers and other business partners to successfully lead or serve on an SOA project steering committee Gain an overall understanding of SOA concepts and approaches to implementing end-to-end SOA solutions Understand the design points for an SOA solution, service identification and successful integration

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marketing

supply chain

Effective Marketing Assistant Start Date: 19 June 2011

Start Date: 19 June 2011

Course Overview

This course focuses on those areas of marketing which all marketing personnel should understand. It introduces the major marketing tools and the role of marketing within the wider organisation.

Course Content • • • • • • • • • • • • •

Successfully Planning And Controlling Material And Inventory

What is the role of marketing? The marketing mix Market analysis – situation audit Market intelligence Market segmentation Positioning Market analysis Marketing communications Maximising the use of agencies Selection of marcoms Implementing pricing policies Managing customer relationships Marketing planning

Course Overview

This intensive four-day course is for those who want to understand and implement the essential tools for planning of material and controlling inventory in the supply chain. Delegates will be able to evaluate the procedures and make changes to the methods of improving customer service whilst achieving reductions in inventory; eliminate wasteful costs; avoid internal problems that limit performance and obtain added value for money.

Course Content

Who Should Attend?

This course is ideal for those who are in support positions in marketing or who are just starting in their marketing careers. It is also useful for anyone who wishes to develop a better understanding of the marketing process and for those who interact with the marketing department.

Benefits Of Attending

1. Boost business performance by ensuring that your marketing role and activities contribute to corporate objectives 2. Ensure that your marketing messages are consistent and aligned by developing and implementing an integrated communications strategy 3. Assist in delivering superior service by effectively managing customer relationships and improving customer care to gain loyalty and to retain customers

• • • • • • • • • • • • • • • •

The supply chain The supply chain definitions, history and key aspects Relationships and material flows in the chain Planning management Overview and evolution of material planning Material planning Replenishment methods  Forecasting and stock control Demand forecasting Stock coding Stock recording Products and stock  Product classification Inventory costs and service Improvements – Model for planning inventory Planning inventory

Who Should Attend?

This four-day course is for inventory, stock, supply chain, logistics, purchasing, procurement, warehouse and distribution supervisors and managers. It will also be beneficial to owners, operators and directors of companies who hold stock and inventory. Those who are new to managing inventory as well as non inventory people who need to gain an awareness of the issues and key drivers of stock control operations will also benefit from the course.

Benefits Of Attending

1. Examine the link of inventory management with the supply chain operations and activities in your company 2. Identify and understand key performance indicators to succeed in improving your operations 3. Analyse the key areas of operations and ensure the movement of goods to the customer adds value

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