REIWA Management Development Program
The Real Estate Industry is facing major change as the consumer moves into an online world. Internet empowered consumers are demanding better, faster services and a more personalised response. This is a challenge that will require strategic thinking and more sophisticated marketing by Real Estate professionals. Online marketing now comprise the majority of all real estate transactions and this is requiring a re-thinking of how the industry works.
This program was designed for the Real Estate Institute of WA (REIWA) and delivered during 2010-2011 via UWA Extension. The program comprises five one-day workshops that focus on: i) strategy and planning; ii) strategic marketing; iii) management systems; iv) finding and maintaining a competitive edge; and v) effective fast cycle selling.
The program can be delivered as a package or each workshop can be run as a stand alone course. It is targeted at Real Estate Principals and takes a strategic approach to the development of competitive advantage and shaping sustainable strategies for the future.
Blueprinting Customer Service
This program examines the process of strategically managing customer service and the customer service process. It looks at the organisation from the customer's perspective with a view to understanding where the key customer touch points are, and how they are being managed by the organisation. Too often the best intentions of best work of the sales team are undone by poor customer management.
The program takes a holistic view of the business and recognises that customer contact can take place at all levels and customer delight dependent on all members of the organisation understanding how their role impacts on the customer. A 'brown paper' exercise is employed to map customer contact across the entire buying cycle from initial contact to post-sale service. Gaps and weaknesses in either the people or process are identified in this process which involves an action learning project for the entire organisation.
This program was delivered in 2009 via the AIM-UWA Alliance and recieved very favorable responses from the participants. The key outcomes from this program should be to examine their customer behaviour and understand why customer delight is essential to repeat business. Participants will evaluate their customer service management systems and match these against best practice principles. Key issues are what is visible to the customer and and what is not and to identify what is critical and why. An important outcome for the program is the development of an action plan and customer service charter.
Strategic Planning Essentials for Management Teams
This three-day interactive program was originally designed for Nokia Corporation and used successfully to train their managers throughout the Asia-Pacific during the period 2005-2006. It focuses on giving managers an intergrated framework of strategic management principles that they can apply within their own organisation.
The program balances theory and practice with participants working in syndicates, ideally from the same company, to build a strategic plan with attention to external environmental analysis and the creation of an implementation plan including a balanced scorecard. At the end of the program participants should possess a working knowledge of strategy and the strategic planning process, while possessing tools to translate strategy into action.
Over three full days the program focuses on:
1. Introduction to Strategy and Setting a Strategic Direction
This workshop covers strategic managment principles and the factors that define successful and unsuccessful firms. The concept of strategic intent is examined and related to the setting of a clear vision and mission. Participants undertake a cross-impact matrix and TOWS matrix exercise.
2. Conducting Strategic Analysis
This workshop covers the external and internal environment surrounding the organisation. Issues associated with game theory and the competitive analysis of industries are explored along with the Resource Based View (RBV) of the firm. Dynamic capabilities theory is overviewed and related to case study examples. Participants are expected to develop a SWOT/TOWS analysis.
3. Implementing Strategy
This workshop covers the issues of core competence, culture and knowledge management within the firm. How competitive advantage is established and sustained are also examined. A key outcome from this workshop is the development of a balanced scorecard framework that builds on the outcomes from the first two workshops.
Strategic Marketing for the Non-Marketing Manager
This two-day program provides an overview of the role of marketing and its relationship to business strategy and building sustainable competitive advantages. The objective of the program is to enable participants to establish an enhance their ability to effectively participate in developing and implementing marketing strategies.
At the end of the program participants should have a working knowledge of the language and concepts associated with marketing. They should also understand the link between marketing and strategy and to be in a position to build a customer focused approach to future activities. The ability to identify market opportunities and use industry intelligence to create strong marketing strategies are also expected as outcomes. Participants will also be expected to have developed a blueprint for a future marketing plan for their organisation.