“Every crisis represents an opportunity. A risk can turn into an opportunity if it is properly identified, necessary action is taken and solutions are produced (i.e., if it can be managed)”
Taking care of your company’s health
Abdullah Bozgeyik performs check-ups on businesses. He diagnoses problems and develops methods of treatment. According to Bozgeyik, potential “health” problems that a company may face are numerous. He lists them as follows:
• Heart attack (Lost contract, a sudden attack by the competition, a merger or a new product or service that will erase you from the industry)
• Hypertension (Constantly working at a high tempo, lack of coordination, lack of preparedness)
• Stress (Changes and inability to capitalise on/be a part of changes)
• High cholesterol (A damaging excess of internal processes)
• Cerebrovascular disease (Lack of communication between the top management and employees)
• Emotional disorders, confusion, sudden collapses (Anxiety relating to ‘what will happen in the future?’)
• Death of brain activity (departing from the company’s core field of activity)
What to do?
• The company must book in for a check-up with a relevant organization possessing an experienced response team.
• The treatment should be strictly followed; the crisis at hand should be accepted as a reality of life and necessary action should be taken, without it causing undue pressure.
• We need to be aware that the solution will not be instantaneous, but will only be possible as the result of a process that will take some time.
• We should not make the mistake of opting for a temporary treatment, rather than committing to seeking a definitive, long-lasting cure.
Who is Abdullah Bozgeyik?
Abdullah Bozgeyik has been working as a freelance consultant for the last 10 years. He lectures at various universities, such as, Yeditepe, Bilgi, Preston, Portsmouth and Brayer State. He provides consultancy services as a “Business Broker” helping to improve companies’ sales and their equity financing. He writes a regular column in “Call Centre Magazine”
Modern Customer Relations Management – CRM
• Who is the customer? How is the customer perceived differently depending on the sector?
• What is Customers Relations Management (CRM)? The importance of technology in CRM
• (CRM) The transition from Customer Relations Management to e-CRM
• Human resources, training, career planning and communication in CRM
• What are the different stages of CRM? Management techniques in CRM infrastructure
• Therole of CRM in organizational and managerial structures
• How does CRM work? How should it work? Common misunderstandings of CRM
• Is CRM necessary for your company? Why do companies invest in CRM?
• Things you need to do before purchasing CRM software and five helpful steps for its integration
• CRM software solutions, necessary equipment, real-world examples
• Positive/negative effects of CRM software specific to your company
• Successful examples of CRM, its implementation by banks andcall centres
• MIS, reporting, analyses, strategy development
• Sample CRM studies, evaluations, comparisons, surveys
• Why modern management? What is management?
• Leaders, directors, director-leaders;emotional intelligence, intellectual capital
• Creating a management culture, what is the purpose of corporate culture?
• Professional director?Methods for and the importance of intermediary directors and the delegation of authority?
• Strengthening directors, exploring contradictions and overcoming prejudice
• Negotiations, complaints, complexes, abuse, discrimination, projects, changes, risks, crises, stress, simplicity, information, relations, processes, time, meeting management
• Goal setting, creating teams, motivation, performance evaluation
• Workflow analysis and the transition to automation or revising business methods?
• From personal skills to corporate abilities, using your initiative, a 4-dimensional idea
• Seven habits common to impressive people, critical success factors, things expected of you
• Why governance? The contribution of creativity and technology to governance
• Solutions/software for successful management, golden rules, guiding steps, sector examination
• Groups, team games, the bad manager game. The calm before the storm
• Management with scenarios, 10 secrets of successful people, how to fail?
Multidimensional Thinking in Crisis Management
• Types of crisis
• Global crises (systematic and systemic) first reactions / things to be done, due diligence
• Key steps for overcoming crises / chaos, 4R and CAPER preparation, measures, S.W.O.T analyses
• Action plans, check list, trends of thenew economy, impacts of globalisation, strategies
• Risk and crisis relation, usage of sources, public relations, some general mistakes
• Being prepared for the unexpected – crises in organizations, CSOs and individuals, corporate discipline
• Coordination, transferring experience, communication, HRM, motivation and synergy, problem solving management
• Case studies (countries, companies, individuals) downsizing, outsourcing, coaching, mergers and acquisitions
• Relation of information/processes/simplicity and management relations duringreengineering using QM, the importance of IT
• MIS crisis planning, training, crisis managers, leaders, gurus, consultants, heroes and opportunists
Integrated Marketing Management
• The importance of information, brand, presentation skills in marketing
• Marketing, S.W.O.T and various analyses specific for your company, thinking aloud
• Significant points, steps to success, product/service focus in marketing processes
• Contribution of creativity and technology to marketing, 4-dimensional thinking
• Problems of marketing departments, integrated and expansionist marketing
• From classical marketing thinking to thepresent, factors preventing success
• Facts of sales occupations, characteristics of a great salesperson and the X Factor
• Marketing plans, creating marketing mixes, marketing team management
• From 4P to 4C in marketing, how to communicate with the target group?
• Howshould product management be done? Product demand curve, managing complaints
• Common mistakes in marketing and sales, how to coordinate teams
• CRM-customer relations management in marketing, from e-CRM to m-CRM
• “Marketing/sales team leadership” surveys, “sales management” surveys
Integrated Sales Management
• General discussion of sales management, companies, sector information and competitors
• Some common mistakes, how to overcome routine
• Sales and marketing from past to present (from 4p to 4c)
• Contribution of creativity and technology to sales, 4-dimensional thinking
• From classical to modern marketing and sales thinking
• Common mistakes in marketing and sales, how to coordinate teams
• Facts of sales occupations, characteristics of a successful salesperson and the X Factor
• Advanced sales techniques, a guide to sales skills
• Individual sales and company sales, sales process management
• Thing for a sales director to do, salespersonskill development
• Personal and company SWOT analysis of sales, product/service focus
• Salesforecasts and sales triangles, mistakes resulting from being overly sales-oriented
• How to communicate with the target group, relational and cross sales opportunities
• What is customer relations management? At what point is it related to sales?
• Seeingsales as a process and more, what does profitability depend on?
• Communication and sales by phone, the importance of call centre employees
• Purchasing consultancy services, factors preventing success
• Adding value to sales, complex communication networks providing sales
• Training sales instructors, sales training mistakes
• How to sell,when to sell
• After sales services, relations and follow-up, and benefiting from opportunities
Factors Leading to Success and Failure in Mergers or Acquisitions
• Corporate approaches to mergers and acquisitions,
• What are mergers and acquisitions, how are they perceived? Examples of mergers and acquisitions from past to present
• Real-world examples, corporate and HR implementation, active or passive opposition
• Different “mergers and acquisitions” wave approaches
• Points for consideration when carrying out projects following mergers and acquisitions
• Examinationsof examples of good and bad approaches to mergers and acquisitions
• Glue, magnet approach and technology support
• Triggering common synergies
• Individual oriented approach aided corporate action plan
• Keeping informed of opportunities and dangers
• Managerial solutions and insolubility groups
• Case and survey activities specific to companies
Training for the Development of Impressive Communication Skills
• How to communicate, how is it Perceived? Efficient listening, eloquence
• The adverse impact of prejudices, non-verbal communication accidents, feedback
• Psychology, individual differences, first impression, egos directing communication
• Prejudice, perception, attitude and conduct overcoming words
• Determinant features of language, terminology and style in successfulcommunication
• Getting to know the other party, empathy and understanding correctly, reliability
• Transition from conversation to negotiation, negotiation styles, venting angerappropriately
• Personalisation of hitches and developing a dissenting attitude, types of conduct
• Factors affecting communication, failure for successful people
• Accepting criticism, communication, the win-win method
• Managing strengths, weaknesses, conflicts and misunderstandings
• Body language, customs and traditions, arousing and detracting interest when necessary