Catalog Pelatihan Tom Associate 2013

TOM ASSOCIATES
k e e p t h e q u a l i t y u p
Training
R
2013
programmes
21 Years
Promoting Continuous
Learning
www.tomassociatesng.com
5/7 Alade Lawal Street, off Ikorodu Road, Anthony Village, Lagos
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
Email: info@tomassociatesng.com, tomassociatestraining@yahoo.com
Blog: Website www.tomassociatesblog.com : www.tomassociatesng.com
TOM ASSOCIATES
k e e p t h e q u a l i t y u p
Training
R
2013
programmes
21 Years
Promoting Continuous
Learning
TOM ASSOCIATES TRAINING
1992 - 2013
21 Years
PROMOTING CONTINUOUS LEARNING
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
E-mail: info@tomassociatesng.com, tomassociatestraining@yahoo.com, Blog: www.tomassociatesblog.com website: www.tomassociatesng.com
5/7 ALADE LAWAL STREET, OPPOSITE DIVISIONAL POLICE STATION, OFF IKORODU ROAD, ANTHONY, LAGOS
TOM ASSOCIATES
MANAGEMENT DEVELOPMENT CENTRE
In this 21st year of dedication to and promoting continuous learning and skills development for managers in the private and public
sectors, it is clear that TOM ASSOCIATES Training phenomenon is certainly not a ash-in-the-pan. This has been great for all
organizations that use training to solve their problems and develop talent.
This 2013 TOM ASSOCIATES Training package contains substantially how to programmes. Actually, putting how to training
courses together is tricky but we are able to accomplish it with the contributions of more than 60 senior professionals, currently in
private and public services, who lead the Tom Associates Training courses and teach the skills. Reason, absolutely, for you to choose
courses organized by TOM ASSOCIATES Training in 2013.
We have promised and still repeat the pledge here. Participants in Tom Associates Training programmes will become agents of
change. They will perceive new elds ready to be cultivated with new ideas. They will engage in radical and forward thinking.
Participants in Tom Associates Training will transform the businesses and governments they are involved in. Those are major
obligations for passing through Tom Associates. So whatever they do, they will be obliged to do it with passion and enthusiasm.
TOM ASSOCIATES Training 2013
21 Years Promoting Continuous Learning
Please select the training programmes here and your
organization will:
discover successful ways to improve business
performance
gain sustainable competitive edge through new
employee skills, creativity and commitment
know how to put recognized best practices into
action
prot from the changing business environment.
Every employee who goes through the courses here will gain:
benets from the practical experience of the practicing
professionals who lead our courses
enhanced personal skills
a sense of achievement
renewed professional ambition
increased job satisfaction.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
1
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
2
WHAT WE OFFER
Business Strategy
Customer Service
Financial Management
Human Capital Management
Leadership Development
Marketing Management
Production Management
Selling & Sales Management
Supervisory Management.
OUR FUNCTION-BASED COURSES
Courses that present knowledge and skills that are relevant to Managers in specic functions.
Entrepreneurship Development
Administrative & Ofce Management
Branch Management
Front Ofce & Customer Relations
Human Resources Management
Marketing & Relationship Management
Secretarial & Personal Assistants Skills
Selling & Sales Management
Inventory and Warehouse Management
Fleet Management
Petroleum Retailing
_
Pharmaceuticals Marketing
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
3
Function Generic Courses
Courses that present knowledge and skills that are relevant
to managers across functions.
Business Strategy and Planning
Customer Service
Interviewing Techniques
Management Process
Negotiation
Performance Management
Public Speaking & Presentation
Report Writing
Supervisory Management
Training Skills (class and on-the-job)
Personal Financial Management.
Behavioural Competency Courses
Leadership
Teamwork
Emotional Intelligence
Our Style
A blend of concepts with practice
Case studies
Video lms and audio & video CDs
Group exercises and games
Psychometric exercises.
Specic Training Methods
Short modular lectures and facilitator-led
discussions.
Individual and group exercises.
Role plays and case studies.
Individual development plans.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
4
COURSE FACILITATORS
Real Experts, Sound Experience in Facilitation. We have real expert trainers with experiences that show what's
working and why it's working.
Tom Associates works in alliance with about 60 senior professionals year-in-year-out who work in various
establishments. These professionals share their experience as facilitators in our programmes.
Our full time faculty members are always on hand each time other professionals lecture part-time.
CLIENT BASE
More than 200 organizations, year-on-year
Local, national and multinational organizations
Public sector organizations
Distributed widely among sectors.
ACCREDITATIONS
Tom Associates is accredited by:
Centre for Management Development (CMD)
Industrial Training Fund (ITF)
Nigerian Institute of Training and Development (NITAD)
Department of Petroleum Resources (DPR).
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
5
TOM ASSOCIATES MANAGEMENT DEVELOPMENT CENTRE
PERFECT VENUE FOR YOUR OWN PRIVATE EVENTS
Located in a serene and safe environment in Anthony Village, Lagos.
Excellent facility and service support for private training, seminars and conference.
Seven seminar rooms for small, medium and large classes.
The largest will hold 100 people conveniently.
Well-stocked Library that sits 10 people comfortably.
Restaurant Facility with in-house chef in the kitchen.
Three standby electricity generating plants (40, 110 & 135 kva each.)
Dedicated 200 kva step-down transformer for Public Electricity Supply.
Treated water supply system.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
6
PROGRAMME INDEX
COURSE Page
Administrative Functions & Ofce Management 19
A Manager's Personal Effectiveness 133
Advanced Human Resources Management 64
Advanced Ofce Management & Administrative Skills 21
Advanced Selling Skills 182
Advanced Strategic Warehousing & Stores Management 163
Aggressive Market Penetration
(the Battles for Market Share) 110
Assertiveness at the Workplace 136
Attention-Grabbing Presentation & Public Speaking Skills 138
Basic Selling Skills 185
Basic Management Process
(Young Managers Development Programme) 28
Becoming an Effective Supervisor 89
Branch Management Course 91
Budgeting & Budgetary Control 50
Business & Personal Financial Strategy
(Finance for Non-Finance Managers) 52
Change Leadership & People Management 31
Competencies in Human Resources Management
(Basic Human Resources Management) 68
Competencies in Service Strategy 42
Computer Training MS Excel Application 204
Customer Care Essentials 45
Delivering Results through Teams 93
Effective Communications at Work 144
Effective Management of Time 147
Effective Performance Appraisal 73
Emotional Intelligence at Work 149
Enterprise Management Competency Training
(Senior Business Managers Programme) 37
Excellence in Hospital Selling & Promotions 204
Excellent Report and Proposal Writing Skills 151
Finance & Accounting Competency Training 59
Front Ofce and Customer Relations Skills 51
Frontline Leadership
(Emerging Leadership Course) 99
Fundamentals of Personal Finance 64
Guides to Setting Up a New HR Department 75
How to Find and Win New Business 192
How to Prepare Business Plans and Business Models 41
How to Succeed as a Product Manager 117
Inuencing Skills 154
Inventory, Logistics & Distribution Management 169
Key Account Management 120
Laws Relating to Employment & Industrial Relations Management 77
Leadership Foundation Course 101
Leadership Transformation Course 103
Management Development for PAs & Senior Secretaries 27
Management of Non-Current Assets
(Fixed Assets Management) 65
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
7
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
8
Management Strategy Retreat the 7 Steps 43
Managerial Skills Appreciation
(First Level Manager's Programme) 106
Managers as Leaders 108
Managing Distribution Channels Effectively 195
Managing Employees for Strategic Advantage
(HR Skills for Non-HR Managers) 81
Managing Fleet for Protability 171
Managing the Learning & Development Function 83
Managing the Sales Team for Result 197
Mastering the Performance Management System 86
Mastering the Principles and Techniques of Pricing 124
Medical Sales Representatives Training Course 205
Occupational Health and Safety Management 175
Operations Management 177
Petroleum Products Retail Marketing 126
Pre-Retirement Course Managing a New Beginning 156
Problem Solving and Decision Making Techniques 159
Relationship Management and Marketing 130
Selling High-Stake Products 200
Situational Leadership Programme 110
Skillful Business Negotiations - the Principles and the Practice 163
Supply Chain Management 180
Target Setting & Performance Appraisal Processes 88
Total Quality Management: Practical Guide to Improving Processes 183
Training Managers to Train Classroom Training Delivery Skills 90
Value-Added Marketing (Advanced Strategies) 133
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
9
1992 - 2013
21 Years
TOM ASSOCIATES TRAINING CALENDAR, 2013
Abuja Open Courses Pages
Excellent Writing and Communication Skills 217
Lagos Open Courses Pages
Administrative Management Skills
Advanced Ofce Management & Administrative Skills 24
Management Development for PA & Senior Secretaries 27
Business Strategy and Management
Basic Management Process
(Young Managers Development Programme) 31
Change Leadership & People Management 34
Enterprise Management & Competency Training
(Senior Business Managers Programme) 37
How to Prepare Business Plans and Business Models 41
Management Strategy Retreat the 7 Steps 43

Customer Service
Competencies in Service Strategy 45
Customer Care Essentials 48
Front Ofce and Customer Relations Skills 51
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
10
Financial Management
Budgeting & Budgetary Control 53
Business & Personal Financial Strategy
(Finance for Non-Finance Managers) 55
Finance & Accounting Competency Training 59
Fundamentals of Personal Finance 64
Management of Non-Current Assets
(Fixed Assets Management) 65
Human Capital Management
Advanced Human Resources Management 67
Competencies in Human Resources Management
(Basic Human Resources Management) 71
Effective Performance Appraisal 74
Guides to Setting Up a New HR Department 75
Laws Relating to Employment & Industrial Relations Management 77
Managing Employees for Strategic Advantage
(HR Skills for Non HR Managers) 81
Managing the Learning & Development Function 83
Mastering the Performance Management System 86
Target Setting & Performance Appraisal Processes 88
Training Managers to Train Classroom Training Delivery Skills 90
Leadership and Supervisory Management
Branch Management Course 91
Delivering Results through Teams 93
Frontline Leadership Emerging Leadership Course 96
Leadership Foundation Course 98
Leadership Transformation Course 100
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
11
Managerial Skills Appreciation (First Level Manager's Programme) 106
Managers as Leaders 108
Situational Leadership Programme 110

Marketing Management
Aggressive Market Penetration (the Battles for Market Share) 113
How to Succeed as a Product Manager 117
Key Account Management 120
Mastering the Principles and Techniques of Pricing 124
Value-Added Marketing (Advanced Strategies) 133

Personal Skills Development
A Manager's Personal Effectiveness 136
Assertiveness at the Workplace 139
Effective Communications at Work 144
Effective Management of Time 147
Emotional Intelligence at Work 149
Excellent Report and Proposal Writing Skills 151
Inuencing Skills 154
Pre-Retirement Course Managing a New Beginning 157
Problem Solving and Decision Making Techniques 159
Skillful Business Negotiations - the Principles and the Practice 163
Petroleum Products Marketing
Petroleum Products Retail Marketing 126
Pharmaceutical Marketing
Excellence in Hospital Selling & Promotions 204
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
12
Medical Sales Representatives Training Course 205
Production Management
Advanced Strategic Warehousing & Stores Management 166
Inventory, Logistics & Distribution Management 169
Managing Fleet for Protability 171
Occupational Health and Safety Management 175
Operations Management 177
Supply Chain Management 180
Total Quality Management: Practical Guide to Improving Processes 183
Selling Skills and Sales Management
Advanced Selling Skills 182
Basic Selling Skills 185
How to Find and Win New Business 189
Managing Distribution Channels Effectively 192
Managing the Sales Team for Result (Advancing to Managing Sales) 194
Selling High-Stake Products 197
Computer Training
MS Excel Application 204
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
13
January
22 - 25 Administrative Functions & Ofce Management
23 - 25 How to Find & Win New Business
28 - 31 Guides to Setting Up a New HR Department
29 - 31 Excellent Report and Proposal Writing
29 - 31 Key Account Management Programme
29 - 31 Budgeting & Budgetary Control

February
4 - 8 Business & Personal Financial Strategy
(Finance for Non-Finance Managers)
5 - 8 Management Development for PAs & Senior Secretaries
6 - 8 Skillful Business Negotiations the Principles and the Practice
12 -15 Competencies in Human Resources Management
(Basic Human Resources Management)
12 - 15 Becoming an Effective Supervisor
13 - 15 Selling High-Stake Product
20 - 22 Customer Care Essentials
20 - 22 How to Succeed as a Product Manager
26 - 28 Front Ofce & Customer Relations
27 - 28 Managing Distribution Channel Effectively
PROGRAMMES HOLDING AT OUR LAGOS CENTRE
Open-Course Calendar 2013
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
14
March
4 - 8 Advanced Human Resources Management
5 - 8 Advanced Ofce Management & Administrative Skills
6 - 8 Delivering Results through Teams
12 -15 Pre-Retirement Course- Managing a New Beginning
13 -15 Operations Management
13 -15 Attention-Grabbing Presentation & Public Speaking Skills
19 - 22 Aggressive Market Penetration (the Battles for Market Share)
19 - 22 Managing the Learning & Development Function
26 - 28 Inventory, Logistics & Distribution Management
26 - 28 Managerial Skills Appreciation (First Level Managers Programme)
26 - 28 Pharmaceuticals Marketing - Excellence in Hospital Promotions
April
9 - 12 Competencies in Service Strategy
10 - 12 Managing the Sales Team for Result (Advancing to Managing Sales)
16 - 19 Training Managers to Train - Classroom Training Delivery Skills
17 - 19 Strategic Warehousing & Stores Management
17 - 19 Relationship Management & Marketing
22 - 26 Change Leadership & People Management
22 - 26 Petroleum Products Retail Marketing
24 - 26 Basic Management Process (Young Managers Development Programme)
25 - 26 A Manager's Personal Effectiveness
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
15
May
8 - 10 Frontline Leadership Emerging Leadership Course
8 - 10 Management of Non-Current Assets (Fixed Assets Management)
14 - 17 Value-Added Marketing (Advanced Strategies)
15 - 17 Supply Chain Management
21 - 24 Laws Relating to Employment & Industrial Relations
22 - 24 Key Account Management
23 24 Effective Management of Time
30 31 Managers as Leaders

June
4 - 7 Competencies in Human Resources Management (Basic Human Resources Management)
5 - 7 How to Succeed as a Product Manager
10 -14 Business & Personal Financial Strategy (Finance for Non-Finance Managers)
11 -14 Becoming an Effective Supervisor
12 -14 Basic Selling Skills
19 - 21 Front Ofce & Customer Relations Skills
19 - 21 Problem Solving and Decision Making Techniques
26 - 28 Managing Fleet for Protability
27 - 28 Mastering the Principles & Techniques of Pricing
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
16
July
2 - 5 Pre-Retirement Course- Managing a New Beginning
3 - 5 Skillful Business Negotiations the Principles and the Practice
3 - 5 Excellent Report and Proposal Writing Skills
10 -12 Strategic Warehousing & Stores Management
11 -12 Occupational Health and Safety Management
17 -19 Attention-Grabbing Presentation & Public Speaking Skills
17 -19 Managing People for Strategic Advantage (HR Skills for Non-HR Managers)
23 - 26 Managing the Learning & Development Function
25 - 26 Managing Distribution Channels Effectively
August
5 - 9 Enterprise Management Competency Training (Senior Business Managers Programme)
8 - 9 A Manager's Personal Effectiveness
13 -16 Aggressive Market Penetration (the Battle for Market Share)
20 - 23 Target Setting & Performance Appraisal Processes
20 - 23 Advanced Selling Skills
20 - 23 Branch Management Course
28 - 30 Budgeting & Budgetary Control
29 - 30 Medical Sales Representatives Training Course

1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
17
September
3 - 6 Training Managers to Train Classroom Training Delivery Skills
3 - 6 Guides to Setting Up a New HR Department
4 - 6 Inuencing Skills
11 - 13 Operations Management
11 - 13 Front Ofce & Customer Relations Skills
11 - 13 Managerial Skills Appreciation (First Level Managers Programme)
17 - 20 Laws Relating to Employment & Industrial Relations
25 - 27 Relationship Management & Marketing Skills
25 - 27 Delivering Results Through Teams
26 - 27 Effective Management of Time
October
2 - 4 Basic Selling Skills
8 - 11 Competencies in Human Resources Management (Basic Human Resources Management)
9 - 11 Frontline Leadership- Emerging Leadership Course
22 - 25 Advanced Selling Skills
23 - 25 Inventory, Logistics & Distribution Management
29 - 31 Problem Solving and Decision Making Process
29 - 31 Key Account Management
30 - 31 Mastering the Principles & Techniques of Pricing
November
4 - 8 Business & Personal Financial Strategy (Finance for Non-Finance Managers)
5 - 8 Pre-Retirement Course Managing a New Beginning
12 - 15 Becoming an Effective Supervisor
13 - 15 Managing Fleet for Protability
13 - 15 Managing the Sales Team for Result (Advancing to Managing Sales)
20 - 22 Attention-Grabbing Presentation and Public Speaking Skills
20 - 22 Management of Non-Current Assets (Fixed Assets Management)
21 - 22 Occupational Health And Safety Management
28 - 29 Managers as Leaders
December
3 - 6 Branch Management Course
4 - 6 Strategic Warehousing & Stores Management
10 - 13 Target Setting & Performance Appraisal Processes
11 - 13 Supply Chain Management
11 - 13 Basic Management Process (Young Managers Development Programme)
11 - 13 Excellent Report & Proposal Writing
11 - 13 Selling High Stake Product
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
18
ADMINISTRATIVE MANAGEMENT SKILLS
ADMINISTRATIVE FUNCTIONS
& OFFICE MANAGEMENT COURSE
Duration 4 days
January 22 25, 2013
April 9 -12, 2013
October 22 - 25, 2013
(Available also as an In-plant Training)
Programme Description
Introductory administrative management training to deliver the requirements of new Administrative Officers, so they are
brought to full awareness of what will make them up and running. As they take up their new responsibilities, the contents
here will make young and new administrative staff to be quickly proficient in their business support functions.
Contents
DAY ONE
Routines of an Administrative Officer
- Telephone Usage
- Mail Services and Deliveries
- Keeping of Accurate Records
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
19
Provision of business and logistic supports to line managers
Getting organized and setting priorities
Managing self for effective Time Use
Managing the Boss
Travels and protocols management
Office ambience
DAY TWO
Procurements and management of company assets
Contract and vendor management
Petty cash management
Management of stationeries
Cost containment techniques
TQM orientation
Office ambience
DAY THREE
Interpersonal skills
Communicating effectively Written and Oral
Government and Community relations
Grooming and personal carriage
Health and safety issues
Workplace behaviours and comportment
Work ethics and personal commitments.
DAY FOUR
Records keeping and good memory
Documents and mails handling
Files Management and Information
Retrieval
Maintaining corporate secrecy and
confidentiality
Improving self worth
Fee: N120,000 VAT inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
20
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
21
ADVANCED OFFICE MANAGEMENT
& ADMINISTRATIVE SKILLS
Duration 4 days
March 5 - 8, 2013
July 9 - 12, 2013
November 5 - 8, 2013
This course is to make senior level Office Manager, Administrator or Secretary to excel in their roles. There is strong focus on strong
competencies, perfect interpersonal and behavioural skills, as well as staying in control and on top of every one of responsibilities at
this senior level.
Broad Competencies Addressed:
Ability to prioritise and cope with multiple tasks
Ability to think as a manager planning, making decisions and solving problems
Ability to communicate in ways that strengthen human relations
Ability to manage thoughts and feelings and improve self-confidence
Ability to be assertive and therefore more effective in the workplace
Contents
DAY ONE
o Taking Control of Your Work Life
- Understanding and clarifying purpose and vision
- Being adept at external and internal customer service
- Controlling, prioritising and organising your work
- Making a long term plan to create the best office in the company
- Getting paperwork under control
- Harnessing the power of the mind through Mind Mapping Techniques
DAY TWO
o Essential Administrative Skills
- Streamlining the office systems
- Making the office systems user friendly and efficient
- Managing larger projects to meet deadlines
- Problem solving techniques
- Managing meetings effectively
DAY THREE
o Vital Communication Skills
- Different styles of communication
- Assertiveness skills
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
22
- Win-win conflict resolution
- Understanding and using body language
- Overcome biases and discomfort associated with exercising power
- Understanding different personality types and how to deal with them
DAY FOUR
o Managing Stress
- Understanding the main causes of stress
- The signs, symptoms, causes and triggers to stress
- Becoming a more proactive, responsible and self-aware person
- The essential skills of emotional intelligence
- Continuing Professional Development - where to go from here
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
23
MANAGEMENT DEVELOPMENT FOR
PERSONAL ASSISTANTS AND SENIOR SECRETARIES
Duration 4 days
February 5 - 8, 2013
May 14 - 17, 2013
September 17 - 20, 2013
This course will take the PAs and Senior Secretaries through some thought process that focuses on the style and work
culture which characterizes the managers they work with. The jobs of Personal Assistants and Senior Secretaries involve
consciously working with the boss to obtain the best possible results for the organization, for the boss and, of course, for
the PA and Secretary too!
How PAs and Senior Secretaries work smart, not just hard, putting the most emphasis on the most critical
functions.
How they appreciate that nothing will help their career more than a reputation for high quality work that makes their
boss look good.
How they make their boss become comfortably dependent on them for new ideas and support.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
24
Contents
DAY ONE
Roles and Competencies in Top Secretarial Positions
o Traditional Roles
o Emerging Roles
Understanding Changes Affecting Business
Management Process
Maintaining Corporate Secrecy and Condentiality
Records Keeping and Good Memory
Interpersonal Skills
o We are all different
o We see things differently
o We do things differently
Ofce Etiquette
o Business
o Meeting
o Social
o Telephone
o Dining
o Visitor
o Dress
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
25
o E-mail
DAY TWO
Managing the Boss
o Everyone's Pal Boss
o Self Promoter Boss
o High Achiever Boss
o Roadblocks Boss
o B+ Manager
Managing Routines
Communicating Effectively Written and Oral
Scheduling Meetings and Writing Minutes
Minutes what it is
what it is not
The Importance of Minutes.
Types of Minutes
Minutes Format
Steps to Effective Minutes.
Qualities of Good Minutes.
Email, Internet and Intranet Prociency
DAY THREE
Managing Self for Effective Time Use
o Prioritization
o Personal effectiveness
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
26
o Goal setting
o Time management
The P.A.'s Time Wasters
o Ineffective meetings
o Unproductive gist and talks
o Coming late to the ofce
o The African time syndrome
o Unskilled managers and subordinates
Documents and Mails Handling
Files Management and Information Retrieval
Monitoring Petty Cash and Stationeries
DAY FOUR
Self Carriage and Comportment
o posture
o attitude
o poise
o stance
Career Trends for Professional Secretaries and PAs
Tips for Career success.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
27
BASIC MANAGEMENT PROCESS
(Young Business Managers Development Programme)
Duration 3 days
April 24 - 26, 2013
December 11 - 13, 2013
A three-day programme with which to charge young management-hopefuls to man special functions that can move them
to higher managerial positions. The course will dene management skills and behavioural competencies with which these
young persons can deliver business results after understanding:
Business acumen
Team management
Planning tasks
Performance management
People motivation
Problem solving
Communication
Human resource management prociency
Change management.
BUSINESS STRATEGY AND MANAGEMENT
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
28
Broad Competencies Addressed:
Ability to pick out changes happening to businesses and the economy in the context of world wide developments.
Ability to provide direction and decision when working in teams.
Ability to develop self.
Ability to undertake tasks, solve problems and provide appropriate feedback.
Ability to focus efforts on company values.
Ability to demonstrate proper work ethics and personal commitment.
Integrity even when not under any direct watchful eyes of superiors.
Contents
DAY ONE
Business Knowledge
Understanding the changes happening to the economy
The struggle for business survival
Strong knowledge of the industry
Generating demand for the company's products
Fullling the demand generated
Innovativeness
Customer Service.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
29
DAY TWO
The Rules of Work
Attentiveness to how you are being judged
Walking the Talk
Attentiveness to how you are being judged
Blending in
Carving out a niche
Enjoying the work
Developing the right attitude
Speaking well, writing well.
Planning Orientation
The discipline of planning and preparation
Short term planning: daily/weekly/monthly
Long term planning: self development outlook
Recognising limited resources
Time discipline.
DAY THREE
Leadership & Motivational Skills
Responsibilities for achieving the Task
Responsibilities in leading an effective Team
Responsibilities for developing the Subordinates
Problem Solving.
Communication & Interpersonal Skills
Communication Basics
Interpersonal Communication
Communicating at Work
Dealing with individual differences
Developing Self - Learning Continuously.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
30
CHANGE LEADERSHIP & PEOPLE MANAGEMENT
Duration 5 days
April 22 - 26, 2013
August 12 - 16, 2013
December 2 - 6, 2013.
This is a Change Leadership Development programme for Senior Managers. It will build a solid foundation for sustaining
positive continual change in the organization.
Learning Outcomes
Planning activities to manage change.
Inuencing staff to embrace change.
Monitoring the effects of the change on individuals.
Communications at all levels to attain buy-in.
Employees change readiness:
- What to expect of A Grade employees
- Signs B Grade employees may show
- Signs C Grade employees may show.
1992 - 2013
21 Years
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DAY ONE
Introducing Change
The Vision and Business Strategy.
Why Should We Change?
Why Change Attitude Affect the Organization Change.
The Tools that will Drive Change.
New Mindset Required for the New Game.
Change as a Process.
Types of Change.
Human Psychology and the Change Process.
DAY TWO
The Imperativeness of Change
Change Enablers.
Change Themes.
Action Committee (the Change Agents).
Change Tactics.
The Barriers to Change.
Milestones.
How to Succeed the 7-steps Model.
Critical Success Factors.
The Leadership Required for the Change Journey.
Expected Gains.
1992 - 2013
21 Years
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DAY THREE
Building Self Condence and Can Do Spirit
Communication Strategy & Road Shows
Ingredients for Self Marketing.
The Tools for Self Empowerment.
The Place of Self Discipline.
The Power of Imagination and Focus.
The Opportunities in Challenges.
DAY FOUR
Accountability and Performance
Pursuit of purposeful goals.
Separating between Process and Desired
Outcome.
Learning How to Become more Effective and
Efcient.
Developing Good Interpersonal skills for
Organizational Performance.
Become a Future Reference Point.
Focus on Solutions, not Problems.
Change Management Mistakes.
Celebrating Success & Improving Continuously.
DAY FIVE
Values of Committed Employees
Focus on Winning, not Losing.
Make Room for Innovations.
Personal Readiness for Change.
- What to expect of A Grade employees
- Signs B Grade employees may show
- Signs C Grade employees may show.
Maintaining a Change-able Organisation.
Personal Development Plans.
1992 - 2013
21 Years
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ENTERPRISE MANAGEMENT COMPETENCY TRAINING
SENIOR BUSINESS MANAGERS PROGRAMME
Duration 5 days
August 5 - 9, 2013
Training for the process of focusing on the things that matter most in running an enterprise successfully.
The courses will dene Seven (7) areas of management attention with which the Business Units Managers can keep
delivering positive results in the next ve years:
1. Decisions that the Heads of Business Units will make everyday
2. Creating Value
3. Asset Efciency
4. Protability
5. Lean Operation
6. Growing Volume
7. Controlling Overheads
1992 - 2013
21 Years
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Contents
DAY ONE
Decisions that the Heads of Business Units will make everyday:
where to spend time and personal efforts
where to allocate resources
how best to get things done
how to win in the competitive marketplace.
Creating Value
1. Revenue Growth
a. Volume
b. Pricing
2. Asset Efciency
a. Property and Infrastructure
b. Plant and Equipment
c. Inventory
d. Receivables & Payables
3. Operating Margin
a. Cost of Goods Sold
b. Sales Efciency
c. Administrative Overheads
d. Financial Management
4. Expectations
a. Company Strengths
b. External Factors
1992 - 2013
21 Years
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DAY TWO
For Asset Efciency
Attention to:
1. Finished Goods
2. Materials & Work in Progress
3. Accounts & Interests Receivable
4. Accounts & Interests Payable
For Protability
Attention to:
1. Marketing & Advertising
2. Sales
3. Customer Service & Support
4. Deliveries & Billing
5. IT & Telecom Network
6. Infrastructure
7. Procurement
8. Business Management
9. Financial Management
10. Product Development
11. Materials
12. Production
13. Logistics & Distribution
14. Merchandising
15. Service Delivery
1992 - 2013
21 Years
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DAY THREE
Lean Operation
1. Plant & Equipment
a. Attention to plant & equipment efciency
i Equipment
ii. Systems
2. Inventory
a. Increase Just-in-Time delivery capabilities
i. Raw materials
ii. Work-in-progress
iii. Finished goods
3. Receivables & Payables
a. Reduce receivables
b. Match payables with receivables
4. Manage Cost of Goods
a. Improve production efciency
b. Improve logistics efciency
c. Improve service provision efciency
DAY FOUR
Grow Volume
a. Acquire new customers
i Marketing and selling effectiveness
ii. Product and service innovation
b. Retain and grow current customers
i Product and service innovation
ii. Relationship management
ii. Cross-selling and up-selling
iv. Customer retention promos.
DAY FIVE
Sell Better
Provide leadership for eld sales persons
Raise customer interaction efciency
Control Overheads
Closest attention to plan and project execution
Monitor external factors closely
Fee: N140,000.00, VAT inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
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HOW TO PREPARE BUSINESS PLANS
& BUSINESS MODELS
Duration 3 days
On Demand Only
No matter what business venture you run or want to start it must be preceded by the document called BUSINESS PLAN.
Business Plan and Model for a Growing Market
An existing player should evaluate these growth factors, review the business model and rewrite it to t the business as it may
now become.
For new entrants into the growth markets, a meticulously prepared business plan will substantially improve the chances of
success. The production of this document is the minimum evidence that the individual or organization has taken the rst
formal step, at least, in screening and evaluating the potentials of the new business idea.
Business Plan and Model for a Shrinking Market
Company failures, longer business cycles, hard time keeping good employees, shrinking gross margins, shrinking cash ow
should cause the business to do a review of the business model and write a new plan.
Special Competencies Delivered
The contents of a Business Plan.
Data gathering.
Making the strategic and nancial projections.
1992 - 2013
21 Years
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Writing the plan.
Contents
Components of a Business Plan
Description of the Business
Product / Service Description
Value Proposition
Business Model, Strategy & Positioning
Pricing Strategy (High End, Mid Range or Low End)
Competitor Information & Competitive Analysis
SWOT Analysis
Opportunities Presented by the Market
Company Comparative Strengths to Seize the Opportunities
Company Comparative Weaknesses in the Market
Potential Threats the Company may Face
Business Location & Justication
Production / Operations Plan & Processes
Product / Service Designs
Technology Choice & Equipment
Product / Service Development & Testing
Marketing Plan
Sales Operations & Forecast
Organization Plan & Management
Cost Analysis
Financing Plan & Analysis
Pro-forma Income Statement
Cash ow Analysis
Business Model the Four Components
Writing the Business Plan Document.
Fee: Negotiable
1992 - 2013
21 Years
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1992 - 2013
21 Years
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MANAGEMENT STRATEGY RETREAT THE 7 STEPS
Duration 28 - 30 hours
On Demand Only
Tools and guides for systematic discussions and exercises that Management can use to develop veritable business success strategies.
It will advance strategies up to performance targets, revenue and expenditure budgets as well as prot projections.
STEP ONE - Business Culture Assessment
- What Changes are Now Imperative?
STEP TWO - Business Assessment
- The Total Business
STEP THREE - Customers
- Mix & Emerging Trends
- Customer Equity
STEP FOUR - Staff Capability
- Adequacy
- Competence
STEP FIVE - Marketing
- Aggressiveness
- Corporate Brand Strength
STEP SIX - Business Risks
- The Prole & Intensity
- Resources-inspired challenges
- Customer-inspired challenges
- Competition-inspired challenges
- Government-inspired challenges
- Position Assessment
- Key Success Factors.
STEP SEVEN - Business Strategy
What is the strategic direction or issues facing the organization ?
Organisational Capabilities
What does the organization need to continue doing well?
Employee Competencies
What do the employees need to be able to excel?
Leadership Competence
What do the members of senior management need to
be able to do especially well?
Performance
Revenue budget SBU and corporate
Expenditure budget SBU and corporate
1992 - 2013
21 Years
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COMPETENCIES IN SERVICE STRATEGY
Duration 4 days
April 9 -12, 2013
September 3 - 6, 2013
December 3 - 6, 2013
A customer service thought process that enables everyone participating in it to contribute to development of
strategies regarding:
Understanding Customer Equity
o Customer value proposition
o Customer bonding
o Customer mind-share
What is changing in the business.
Where opportunities and options exist for the competence enhancement.
Agreement on service targets and specic actions.
CUSTOMER SERVICE
1992 - 2013
21 Years
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CONTENTS
DAY ONE
The Customer Perspective in the Balanced Scorecard
The preliminary questions:
o Who are the customers?
o Who's bothered about service penalties?
Personal Attitudes and Customer Service Experience
Understanding the Eight Customer Types
Giving Random Experience
Giving Predictable Experience
DAY TWO
Agreement on critical behaviours and customer service issues.
Clarication of how sure employees are of what is expected of them.
Clarication of the benets accruing to all when the service behaviours is right.
Clarication of the consequences to all of discrepancies in service behaviour.
Verication of what obstacles there can be to quality service performance.
Finding out if by structure undesired service behaviours turn out to be rewarding directly or inadvertently.
Checking for skill deciencies in service delivery.
Checking to see if particular service processes need to or can be redesigned.
Checking on possible conicting demands.
Looking out to see that some company policies don't turn out actually to be restrictive in service delivery.
1992 - 2013
21 Years
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DAY THREE
Long term relationship management.
Communication skills for customer service
o Positive listening habits
o Eye-contact
o Body-positioning
o Life-in-your-voice
o Telephone manners
o Equal-treatment
o Thanking
o Customer name recall
o Customer-feedback
DAY FOUR
Service recovery skills
How service complaints arise
Auditing service quality
incident review as a learning experience
Customer follow-up
1992 - 2013
21 Years
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CUSTOMER SERVICE
CUSTOMER CARE ESSENTIALS
Duration 3 days
February 20 - 22, 2013
June 5 - 7, 2013
October 2 - 4, 2013.
The programme focuses on the organization's employees attaining:
excellent responsiveness in serving customers
good service ethics
creativity that can lead to new service advancements
effective management of tough customers
strong branding for the company.
Broad Competencies Addressed
Ability to focus on service standards and improving on them.
Ability to identify non-existing but desired standards in order to improve service processes.
Ability to proactively manage customer complaints.
Ability to solve problems.
1992 - 2013
21 Years
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CONTENTS
DAY ONE
What is the business about?
o Mission
o Vision
o Values
o Goals- one year, two years and ve years.
Customer Care old order, new order
The Moments of Truth an analysis of the interface between company employees and the
customer
o Things which matter most
o Things which matter least.
Internal network of responsibilities to deliver service
o right people
o right attitude.
DAY TWO
Preparing for customer interaction
o Common Customer Queries
o Receiving and greeting Customers
o Using the right words
o Body language
Steps to checking understanding - customers need to know they are understood
o Two way communication in service delivery
1992 - 2013
21 Years
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Listening
Checking Understanding
Responding
Identifying internal customers
o The Drivers
o How each job affects others peoples job
o What or who is a team?
o Working as a service delivery team.
Technical solutions - not always the whole answer to
customer's needs or desires.
o Culture
o Integrated solutions
DAY THREE
Personal attitude to customer service.
o Emotional energy
o Rate of Psychological relationship
o Everyone as Favorites
o Power of Understatement
Service recovery techniques
o Service delivery lapses
o People centredness
o Rationality
o Fairness
o Responsiveness
Continuous improvement
o Skills improvement
o Changing attitudes
o Red tape issues
o Waiting in lines issues
o Forms and documents issues
o Information issues
o Create a one-stop centre.
Simple prot model
o satised employees
o satised customers
o increasing prot
Fee: N100, 000 VAT inclusive
1992 - 2013
21 Years
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FRONT OFFICE & CUSTOMER RELATIONS SKILLS
Duration 3 days
February 26 - 28, 2013
June 19 - 21, 2013
September 11 - 13, 2013
This course exposes the participants to:
How to develop a personal attitude for excellent service.
Making the front ofce and reception areas a desirable marketing ofce.
Contributing to the building of customer service into a culture.
Acquiring the skills for great human relations management.
Appreciating the key role of Attitudes.
Handling telephone communication effectively.
Handling customer complaints professionally.
CUSTOMER SERVICE
1992 - 2013
21 Years
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Contents
DAY ONE
Reception Procedures and Processes.
o Procedures for an Expected Visitor
o Callers Without Appointments
o Time of Day Preference
o Appointment Time Conrmation
o Check-out Process at the Front Desk
Rules of Customer Relations.
Manners, Culture and Personal Attitudes.
Body Language: A Vital Skill for Front Ofcers.
Etiquette
o Proper conduct in the work and social
environment.
o Understanding basic courtesies.
DAY TWO
Building Self Condence
o Assertiveness Skills.
Basic Courtesies and Proper Social Conducts.
Conversations: the Tactful Tips.
Telephone Handling and Telephone Manners.
Listening and Questioning Skills.
Memory Retention and Attentiveness.
The Psychology of Queuing
o Make Waiting Enjoyable!
o Making Waiting Easier
Handling Difcult Visitors Successfully.
DAY THREE
Corporate Dressing and Grooming
o General Business Outlook
o Dress Code
o Accessories.
Keeping Notes on People Contact Management
Career Enhancement for Front Ofce Personnel
o Categories of career people
o Basic requisites for career growth.
1992 - 2013
21 Years
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49
BUDGETING & BUDGETARY CONTROL
Duration 3 days
February 20 - 22, 2013
August 28 - 30, 2013
The programme is designed to equip Managers and Heads of departments entrusted with departmental or organizational
budgets with knowledge and skills necessary to enable them effectively manage and monitor the budgets implementation
on a day to day basis. This course also equips managers with skills to put in place corrective budgetary actions. Managers
who go through this course are better positioned to deliver on their budgets; - they own their budgets, explain variances
when they occur and take corrective remedial actions in good time.
Contents
DAY ONE
What is a budget?
Why Budget?
The main characteristics of budgeting
Types of budget
Outline of the budgetary process
Budget preparation with a typical practical illustration of a budget
FINANCIAL MANAGEMENT
1992 - 2013
21 Years
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Implementing the budget key success factors
Benchmarking for performance management
Advantages of budgets to a business organizations
DAY TWO
What is budgetary control?
Its signicance
What are the steps for installing an effective system of budgetary control
Management action and cost control
Organization for budgeting
Importance of budgetary control in project management
Applicability of budget and budgetary control:
1 Measuring performance
2 Analyzing budget variances
3 Actions to take after analysis
DAY THREE
Alternative budgeting methods
Budget organization and administration
Within the context of budgetary control: explain specic roles of planning, motivation and evaluation
How those roles may conict with each other
Ways by which the management may resolve the conict
Stages in the budgetary process
Relevance of strategic planning and forecasting
1992 - 2013
21 Years
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51
BUSINESS & PERSONAL FINANCIAL STRATEGY
(FINANCE FOR NON-FINANCE MANAGERS)
Duration 5 days
June 10 -14, 2013
Exposure of managers to important nancial concepts in day-to-day business transactions. It will help them take
better decisions on the basis of nancial implications on the business. It will also make managers know how to
strengthen the internal control mechanisms for the organization.
Awareness, understanding and interpretation of the company's Accounting and Financial statements.
Effectiveness on the use of nance and accounting information.
Ability to process and screen nancial transactions.
Comfortable decisions based on Accounting and Financial information.
Ability to manage company performance strategically.
1992 - 2013
21 Years
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Contents
DAY ONE
What Accounting Is.
An Understanding of the Income Statement
Revenue
Cost
Gross surplus
Expenses
Overheads.
An Understanding of the Balance Sheet
The funding side
The investment side
The use to put a balance sheet.
DAY TWO
Common Size Ratio (CSR)
Compare the performance during one period with another. (Use the income statement for two or
more years)
Compare the percentages for each item with the overall relationships for each year
Note the deviations from the budget
Note all uctuations in relationships
Ascertain reasons for deviations and uctuations in relationships
Prepare action plan to improve the situation.
1992 - 2013
21 Years
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Cash Flow and its Projection
Generating enough cash to meet obligations
Cash outows to match cash inows
When cash ow deciencies are found
When excess cash is revealed.
DAY THREE
Accounting Ratios
Liquidity Ratios.
Current ratios
Acid ratio
Current assets and liabilities
Improving liquidity ratios.
Petty Cash Management
Tracking small cash expenses
The oat or imprest
Petty Cash Book and its entries
Minimising fraud.
DAY FOUR
Bank Reconciliation
How bank statements often vary from cash book balances
Unpresented cheques
Uncredited cheques
Errors and omissions.
1992 - 2013
21 Years
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Interpretations for Management Effectiveness
Judiciously spend and account for entrusted funds
Generate reports on simple nancial dealings
Follow guidelines and due process in handling business funds
Understand basic Books of Accounts to enhance accountability
Identify and check fraud through internal control procedures
Read the progress of the company to develop the right strategies.
Taxation
- Principles of taxation
- What tax means
- Types of taxes
- Incidence of tax
- Tax Avoidance and Evasion
- Who benets from tax
- Tax Planning.
DAY FIVE
Personal Financial Planning
A Parable of Wealth Building.
Financial self-appraisal.
Financial opportunities.
Facts and ctions about money.
Managing your networth.
Fee: N140, 000 VAT inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
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Finance & Accounting Competency Training
Duration 5 days
On Demand Only
This programme takes the employees responsible for running the Accounts & Finance functions of the organization
through their core duties. They will be taken through the step-by-step process of performing each task. The core
duties are:
Implementing all processes in accounting for nancial transactions and enforcing the controls necessary for the
protable running of the company's businesses.
Liaising with external auditor, Federal Inland Revenue Service, State Board of Inland Revenue and others
involved in tax matters and statutory regulations, including pension fund managers.
Preparing nancial and other relevant reports at such intervals that help Management decisions for the
business of the company to run smoothly. These include
o Weekly performance report
o Daily bank balances and advice on managing credit balances
o Monthly bank reconciliation
o Monthly variance analysis for each business or business units
o Management of the company's cash ow position
o Monthly trial balance, prot & loss account and balance sheet
o Budgeting and budgetary control.
1992 - 2013
21 Years
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Contents
DAY ONE
Financial Reporting & Management
Type of Financial Reports and How to Prepare Them
Sales report
Production report
Revenue analysis report
Cost analysis report
Iinvoicing analysis report
Expenses report
Account receivable report
Chairman's report
Auditor's report
Balance sheet
Prot &loss statement
Cash ow statement
Financial performance report
Benets of Financial Report.
1992 - 2013
21 Years
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DAY TWO
Interpretation of Financial Statements
The three nancial fundamentals
The Balance Sheet Interpreting Assets & Liabilities
The Income & Expenditure Statement - Interpreting Prot & Loss
Diagnosing the Cash Flow Position
How do you know if the organisation is performing well?
Budgeting and Budgetary Control
Budgets and budgeting cycle
Steps in developing an operating budget
Preparation of budgets
Sensitivity analysis in budgeting
Budgeting and responsibility accounting.
DAY THREE
Internal Control
The Internal Control System - Preventive, Detective and Directive
Distinction between Internal Check and Internal Auditing
How to Use Internal Control to Promote Operational Efciency
Internal Control and Risk Management the Inherent Limitations
Elements of Internal Control
o Internal Control on receipt of cash/cheques
o On cash and cheque payments
1992 - 2013
21 Years
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o On bank reconciliation;
o On stock/inventories, sales, etc.
Operational auditing
o Approval of controls
o Evaluation of performance
o Purchasing
o Production
o Marketing
o Administration
o Personnel
o Fixed Assets.
DAY FOUR
Internal Auditing
Reviewing and appraising operating controls
Compliance with policies, plans and procedures
Safeguard of assets
Detection and prevention of frauds
Economical and efcient use of resources
Accomplishment of established objectives and goals for operation
Internal auditing and the maintenance of a sound system of internal control
Responsibility for the system of internal control auditor or management
Internal Audit Charter
1992 - 2013
21 Years
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Understanding the nature and context of
internal control
Management involvement - Reviewing the
effectiveness of internal control
Responsibility for reviewing the effectiveness of
internal control system
The process of reviewing effectiveness
Business objectives
Risk identication and assessment
Monitoring of controls.
DAY FIVE
Cashow Management
What is cash ow statement
What is the purpose of cash ow statement
Preparation of cashow statement
How to make operational, investing and
nancing decision when preparing cashow
key performance indicators for cashow
Action to take when there is surplus or decit
fund
Source of Finance.
Tax Management
Types of taxes
What taxes are payable to Federal, State and
Local Government
Corporate Tax planning
How to compute company income tax and
capital allowance
Filling of Self Assessment return and VAT
return
Witholding Tax and its application
Capital Gain Tax
Application for company and Personal Tax
clearance certicate
How to prepare Personal income tax
Payment of Pay As You Earn deductions
Rendering of annual return to State Internal
Revenue Board.
Fee: Negotiable
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
60

FUNDAMENTALS OF PERSONAL FINANCE
Duration 2 days
On Demand Only
This course can be considered the primer in the eld of personal nancial planning. It is a must for anyone working in any
organisation. In fact, the course will assist employees and help them with their own personal nances as much as it will assist their
employers.
Contents
DAY ONE
o Personal Financial Planning Process
o Understanding constituents Personal Asset
o Understanding constituents Personal Liability
o Guiding the Net Worth jealously - Cash Flow and Debt Managemen
t
o Risk Management and the Role of Insurance
DAY TWO
o The Financial Market Place and Investment Products
o Investment Planning
o The Income Tax management
o Tax Planning
o Estate Planning
Fee: Negotiable
1992 - 2013
21 Years
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1992 - 2013
21 Years
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62
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
63
HUMAN CAPITAL MANAGEMENT
ADVANCED HUMAN RESOURCES MANAGEMENT SKILLS
Duration 5 days
March 4 - 8, 2013
August 12 - 16, 2013
November 18 - 22, 2013
A four-day programme to raise the prociency levels of senior HR specialists. After the programme ends, it will
deepen the knowledge of the HR specialists and help with their skills in deploying human resources services to
various departments, including:
Employment and deployment considerations
Competency development and productivity improvement
Employee engagement and career advancement
Remunerations and welfare
Statutory compliance.
As line managers deserve to have a fair knowledge of how Human Resources are best managed for enterprise, the
participants in this course will also learn how to encourage the line managers to complement HR services.
1992 - 2013
21 Years
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1992 - 2013
21 Years
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Contents
DAY ONE
The HR Specialist's Role as a Business Partner
Strategy Partner
Change Agent
Administrative Expert
Employee Champion.
Manpower Planning & Talent Management
Objectives of a manpower plan
Major issues in manpower planning
Advantages of manpower planning
The manpower planning process
Limiting factors
The changing career paradigms
DAY TWO
Recruitment
How the right people are attracted
Filling vacant positions in a timely manner
Attaining the lowest possible cost.
Deployment
Attaching clear job descriptions to positions
Posting employees to responsibility areas
Movements and transfers
Structured reporting relationships
Grades that represent levels of authority and seniority.
Training & Development
How to assess and determine training needs
How Training Curriculum and Plans are developed
How Training Budget is set
How the quality of a training programme is evaluated
Coaching and mentoring
Special induction programme for new employees.
DAY THREE
Line managers and HR dening performance requirements and metrics
Establishment of a common understanding of priorities
Cascading goals so that employees can see how their work supports the corporate goals
Regular measurement of employee performance and feedback.
Reward Management
Linking employee performance to the reward system
A total compensation structure that is market competitive
Compensation mix of salary and benets
A pay-for-performance philosophy
Other recognitions and rewards
Procedures for salary reviews.
1992 - 2013
21 Years
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DAY FOUR
Talent Management
Employees career plans
Dening and managing employee competencies
How Competency Models are developed
Identifying, assessing, and developing leadership talent
Identifying gaps and bridging them
Retention programmes for strong leadership talents.
Payroll Management
Types of payroll
daily payment, weekly, monthly, contractual, benecial
How to prepare a payroll
Calculating a payroll -
The Amortisation Of Payroll (For upfront payments)
Types Of Payroll Deduction (including statutory Taxes)
Dos And Don't With Payroll
DAY FIVE
Employee Welfare
Types of welfare needed to achieve business strategy
Handling of day to day staff welfare and contractual
issues
Internal grievance tracking and management, arbitration
procedures, etc.
Organization Culture
Manpower Planning as the anchor
Maintaining the organisation's culture
Focusing on the Gaps to close in order
to maintain the target culture
Harnessing the potentials offered by the
cultural diversity
A common focus on corporate values
and mission.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
67
COMPETENCIES IN HUMAN RESOURCES MANAGEMENT
(BASIC HUMAN RESOURCES MANAGEMENT)
Duration 4 days
February 12 - 15, 2013
June 4 - 7, 2013
October 8 -11, 2013.
Competencies Addressed
Ability to adopt a strategic approach in human resources management.
Ability to integrate human resources management with organisation business strategy and goals.
Ability to attract, manage and retain the best people for organisation.
Ability to raise the prole of human resources function through making critical contributions to the overall success of the
organization.
Contents
DAY ONE
Why Businesses Exist
What is HR
What CEOs Want From HR
HR Management
1992 - 2013
21 Years
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HR Business Model
Driving Forces & Challenges
HR Strategic Intent
Changing Roles of HR
Nature of Human Capital Challenges
The Changing mix of the workforce
The Changing values of the workforce
Changing Demands of Employers
An Employee's Lifecycle
The HR Manager's Role as a Business Partner
- Strategy Partner
- Change Agent
- Administrative Expert
- Employee Champion
DAY TWO
Recruitment and Selection Procedures
Training and Development Function
HR Information System Management
DAY THREE
Performance Management System
Rewards Schemes
Employee Mentoring Process
DAY FOUR
Laws Relating to Employment
Disciplinary and Grievance Procedure
Industrial Relations
1992 - 2013
21 Years
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69
EFFECTIVE PERFORMANCE APPRAISAL SKILLS
Duration 2 days
On Demand Only
The training is for Managers to acquire the competence to appraise employees appropriately in line with the feedback
mechanism established for all employees in the organization. The appraisal feedback skills will include the quantitative
dimensions as well as each individual's qualitative dimensions by way of ability, interest and characteristics that are
relevant to the job.
Contents
DAY ONE
The Corporate Objectives
The process for tracking and monitoring performance
How managers will use the system for appraisal
Employee career tracks.
Performance Assessment
Goal setting and agreement
Appraisal cycle/frequency
Feedback, formal counseling, and coaching
1992 - 2013
21 Years
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DAY TWO
Design of Appraisal Forms
Different Appraisal Rating Scales
Numerical rating scale
Graphic rating scale
Forced Distribution rating scale
Narrative rating scale
Combination rating method.
Appraisal Errors
Leniency error
Strictness error
Central Tendency error
Recency error
Personal bias error.
Fee: Negotiable
1992 - 2013
21 Years
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71
GUIDES TO SETTING UP A NEW HR DEPARTMENT
Duration 4 days
January 28 - 31, 2013
This course provides the information HR ofcers need to establish a human resource function in new, small and medium
size companies or companies opening an HR department for the rst time. It treats matters relating to HR policies,
guidelines, procedures, records and information.
Contents
DAY ONE
Roles of the HR Professional
Operational and Strategic
Partnering and Policing
Qualitative and Quantitative
Short term and Long term.
1992 - 2013
21 Years
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Recruiting, Selection and Deployment Processes
Personnel requisition
Recruitment procedures
New employee orientation
Deployment.
DAY TWO
Personnel Recordkeeping
Information to include in employee le
Regulatory compliance
Payroll
Record retention requirements.
Personnel Policies
Policy Manual
Staff Handbook
Personnel communication channels.
DAY THREE
Compensation and Benets
Researching industry practice
Designing a compensation programme
Job evaluation
Wage grades
Payroll management
Pay-for-Performance
Statutory compliance.
Job descriptions
Training and competency development
Appraisal process.
DAY FOUR
Health and Safety
Health insurance schemes
HSE administration
Accident and injury reporting.
Fee: N120,000 VAT Inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
73
LAWS RELATING TO EMPLOYMENT
& INDUSTRIAL RELATIONS MANAGEMENT
Duration 4 days
May 21- 24, 2013
September 17 - 20, 2013
Contents
DAY ONE
HR/Industrial Relations Framework
Purpose:
Minimum Standards
Protect Wider Society
Regulate, Support & Restrain Economic Power
Determine Rights & Obligations
Overview of Nigerian Labour Laws
Sources:
Common law (contract of employment)
Conventions & recommendations of ILO
1992 - 2013
21 Years
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Statutes, legislations & enactments
Customs and practice
ILO Conventions & Recommendations
Ratication Issues
Core Conventions
Compliance
DAY TWO
Statutes & Legislations
Labour Act - Cap 198
Trade Union Act - Cap 437
Trade Disputes Act - Cap 432
Workmen's Compensation Act - Cap 470
Factories Act - Cap 126
ITF Act
NSITF Act
Education Tax Act
National Housing Fund Act
Labour Act
Protection of Wages
Contract of Employment
Terms and Conditions
Protection of Special Persons
1992 - 2013
21 Years
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Trade Disputes Act
Denition of Trade Dispute (S37)
Is there Right to Strike?
Implications of Sec. 32A
DAY THREE
Workmen's Compensation Act
Arising out of & in the course of Employment
Trade Unions Act
Formation, Registration & Organization
Immunity and Privileges
Trade Unions Act (1990) (Key Issues)
Denition of Union
Registration
Signatories
Convention 87
Two rival Unions
Article 2 of Convention 87
Authority to revoke TU Certicate
Overriding Public interest
Check-Off Vs. No Strike Clause
NLC as only central body
Convention 87 of ILO
1992 - 2013
21 Years
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DAY FOUR
Rights & Duties of Parties In Industrial Relations
Basis of Rights and Obligations
Employee Rights
Employee Duties
Controversial Areas (Unsettled Law)
Emerging Rights
Collective Bargaining
Procedural agreement
Regulations
Procedures
Substantive Agreement
Process
Closing
1992 - 2013
21 Years
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77
MANAGING EMPLOYEES FOR STRATEGIC ADVANTAGE
(HR Skills for Non-HR Managers)
Duration: 3 days
July 17 19, 2013
This programme exposes Line Managers and Managers in staff functions other than the core HR professionals to the
Human Resources concepts that affect their individual business performance. With this course, they will know how the
human elements help them to take better strategic decisions. They will also be able to strengthen the employee
relationship within their responsibility areas as within the organization as whole. The greatest asset any organisation can
have is staff that diplays the best competence at all times.
Programme Objectives
At the end of the programme, participants will be able to:
Understand the strategic approach employed by professional human resources managers
Harness quality staff and align the employees efciently
Focus the whole staff on common business goals
Play their roles in attracting, retaining and deploying the right professionals to achieve group vision.
Develop key business and behaviour skills
Practice how to link daily activities of their subordinates with set business direction
Learn how to recognise, stimulate and develop high professional qualities in others
1992 - 2013
21 Years
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Manage the tricky liaison between subordinates and
senior management.
Programme Content
DAY ONE
Business Knowledge & People
Understanding the changes happening to the
economy
The struggle for business survival
Strong knowledge of the industry
Innovativeness
Business Strategy
DAY TWO
Resourcing
Recruitment, Selection and Induction
Roles of Supervising a Team
Team Leadership
Management Style
Individual Performance
Team Performance
Motivate, coach and develop others
Communicate the way a leader should
Plan and priorities daily activities
Decide when to supervise, decide when to lead
Get and use appropriate feedback
DAY THREE
Dening and Managing Employee Competencies
Employee Welfare
An understanding of Basic Employment Laws &
Regulations
1992 - 2013
21 Years
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79
MANAGING THE LEARNING & DEVELOPMENT FUNCTION
Duration 4 days
March 19 - 22, 2013
July 23 - 26, 2013
Programme Objectives
Align training and development to strategic priorities
Structure for change leadership and results orientation
Design learning programmes that meet learners and organization requirements
Secure adequate resources for L&D projects and activities
Manage effectively relationships with stakeholders
Training skills mastery.
Contents
DAY ONE
The L&D Functions
What is Education? What is Training?
Competency-based Learning Intervention
The Curriculum Development Process
1992 - 2013
21 Years
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DAY TWO
Identifying Skills Gap Training Needs Analysis
o What are Training Needs?
o 3 levels of Training Needs
o Symptoms of the existence of training needs
o Critical questions in assessing training needs
o Approaches to training needs identication
o Gap Analysis
Job/task analysis
Behavioural repertoires
Inventory of skills and knowledge requirements
Training gap assessment
o Identifying Critical Competencies
o Identifying relevant and desired prociency levels
DAY THREE
Setting Training Objectives
Budgeting for Training
Producing a Training Calendar
Training Assessment
o Course contents
o Trainer's methods
o Training environment
o Relevance
o Applicability on the job
o Post-course development plan
1992 - 2013
21 Years
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DAY FOUR
Adult Learning Process
o Psychology of assimilation
o Why adults learn
o How adults learn
o Care about learning atmosphere
Introduction to the Art of Teaching
Training Steps
o Planning and preparing
o Audience knowledge
o Designing a training session
o Essential facilities for learning.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
82
MASTERING THE PERFORMANCE MANAGEMENT SYSTEM
Duration 3 days
On Demand Only
The course delivers competencies in world-class Performance Management System that are called for when:
The link between employee contribution and overall business objectives is not so clear.
Performance expectation by employees is somewhat blurred and so not clearly communicated.
Ways of quantifying and measuring individual employee's outputs are not absolutely consistent or regarded as
fair.
Feedback mechanism isn't well structured and formalized.
Appraisal rating factors used to assess performance are not totally objective and so becomes contentious.
Contents
DAY ONE
Corporate Vision & Mission
Setting the Corporate Objectives
The Balanced Scorecard and its Perspectives
Corporate Critical Result Areas
Establishing Performance Standards
1992 - 2013
21 Years
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DAY TWO
Dening Performance Indicators
Cascading Corporate Performance Objectives Down the Line
Objectives Weighting and Dependencies
Individual Employees Objectives and Scorecard Issues
- Generating demand
- Fullling demand
- Strategic supports
Procedure for Peer Reviews
Dening Behavioural Competencies
DAY THREE
Completing the Performance Cycle Appraisals
- Best Practices - how and why
- The 360 degrees Appraisal
- Critical Appraisal Skills
Selecting a Competent Performance Manager
Setting up the System.
Fee: Negotiable
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
84
TARGET SETTING & PERFORMANCE APPRAISAL PROCESSES
Duration 4 days
August 20 - 23, 2013
December 10 - 13, 2013
By the time the programme ends, participants would become conversant with the procedure of:
Determining performance measures at the Corporate, Business Unit and Individual levels.
Managing the attainment of targets through regular monitoring, and support.
Appraising employees and identifying training and development requirements to build relevant competencies.
Linking individual performance to rewards and career advancement.
Contents
DAY ONE
Creating a line of vision between the Corporate Objectives and what every employee does and attains.
The Balanced Scorecard Model
o Customer Perspective
o Business Processes Perspective
o Organization Learning Perspective
o Financial Perspective
1992 - 2013
21 Years
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DAY TWO
Components of the Targets Setting
o Goals
o Critical Results
o Performance Indicators
o Performance Standards
o The Quantitative Performance
o Behavioural Performance
o Weighting
o Dependencies
DAY THREE
Why Do We Appraise?
Uses of performance appraisal
Expectations from performance appraisal exercise
3 critical areas for review
o performance review
o reward review
o potential review
DAY FOUR
Performance rating factors
Completing the Performance Management Cycle with
Appraisals
o Appraisal Process Best Practices
o The how and why
o The 360 degrees Appraisal
o Critical Appraisal Skills
- active listening
- excellent communications
Rating factors
Reward review
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
86
TRAINING MANAGERS TO TRAIN
Classroom Training Delivery Skills
Duration 4 days
April 16 -19, 2013
This course provides managers and instructors with knowledge and skills to design and facilitate learning in a classroom
environment. Participants in this course will experience and practice the full range of skills needed to deliver a training session
effectively.
By the end of it they will:
o Find their training skills as a whole substantially upgraded.
o Master particular delivery techniques that can help to transfer difcult technical knowledge enthusiastically to others.
o Be able to prepare their lessons and teaching aids adequately using a systematic planning approach.
o Know how to structure the content of their training most effectively.
o Master the verbal and non-verbal styles of expression to affect the attention and assimilation of class members.
o Be able to manage their time and also handle questions efciently during their teaching sessions.
1992 - 2013
21 Years
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Contents
DAY ONE
Symptoms of the Existence of Training Needs
Training dened
Adult Learning Process
o Psychology of assimilation
o Why adults learn
o How adults learn
o Care about learning atmosphere
Introduction to the Art of Teaching
Training Steps
o Planning and preparing
o Audience knowledge
o Designing a training session
o Essential facilities for learning.
DAY TWO
Managers and learning intervention
How training and development are aligned to strategic priorities
What competencies are
Determining critical competencies for a job function
Identifying Skills Gap Training Needs Analysis.
Lesson preparation
Materials arrangement
DAY THREE
Presenting training lessons
o Audio-visual preparation
o Choice of the right teaching style
o Case studies and exercises
o Pract i ce sessi on Teachi ng
Practice.
DAY FOUR
Practice session Teaching Practice
Evaluating the Teacher
Assessing training effectiveness.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
88
LEADERSHIP AND MANAGEMENT DEVELOPMENT
BECOMING AN EFFECTIVE SUPERVISOR
Duration 4 days
February 12 - 15, 2013
June 11 - 14, 2013
November 12 - 15, 2013
This is a programme that will make participants to:
transit from team member to team supervisor
develop key business and behaviour skills
practice how to link daily activities of their subordinates with set business direction
learn how to recognise, stimulate and develop high professional qualities in others
manage the tricky liaison between subordinates and senior management.
Ability to provide direction and decision for team members.
Ability to delegate assignments to others.
Ability to observe subordinates undertake tasks and provide appropriate feedback.
Ability to encourage others to participate in team decisions and focus efforts on overall group objectives.
1992 - 2013
21 Years
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Contents
DAY ONE
Challenges of a Supervisor
Goals of a Supervisor
Motivate, Coach and Develop Others
o Communicate the way a leader should
o Plan and prioritise daily activities
o Decide when to supervise, decide when to lead
o Get and use appropriate feedback
Have a coach or mentor
Be a coach or mentor to someone.
DAY TWO
Focus on Performance
o Focus on making the organization what it should
become
o Enhance your knowledge so as to guide others
o Agree priority and measurable performance criteria
o Raise the performance bar.
o Check for understanding and commitment.
DAY THREE
Support/Build Shared Vision
o Understand the organization's vision.
o Align self and subordinates to the
organization's vision.
o Lead and execute change
DAY FOUR
Maximize Business Opportunity
o Appreciate competition imperatives
and strong cash generation.
Key Success Factors for a Supervisor
Supervisor's Self-Management
A Supervisor's Gains
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
90
BRANCH MANAGEMENT COURSE
Duration 4 days
August 20 - 23, 2013
Branch managers should create more customers, attend to more complex demands, sell more volumes and manage their
subordinates.
To keep an eye on performance, branch managers must make their branch members perform for prot.
Contents
DAY ONE
Branch Manager's Role
Problems Solving
Technical Expertise
Branch Development/Training
Communication
Assuring Quality
Optimal Resource Availability
1992 - 2013
21 Years
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Maintaining Health Safety & Environment
Promoting Change
DAY TWO
The Branch Manager's Jobs
o Understanding forces that affect the business
o Planning
o Organizing
o Directing
o Controlling
o Keeping a top-of-the-range Customer Service
Branch Manager's Leadership Skills
o Understanding leadership powers and their uses
o Challenges of a Manager
DAY THREE
Knowledge of basic nance
o Cost controls
o Credit management
o Performing for prot
DAY FOUR
Setting targets for Branch Staff
o Managing People
o Appraising subordinates performance
o Branch reports.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
92
DELIVERING RESULTS THROUGH TEAMS
Duration 3 days
March 6 - 8, 2013
September 25 - 27, 2013
How to develop a team that delivers results through:
harnessing quality staff and aligning the employees efciently
focusing the whole staff on common business goals
making joint decision
wiping out fortress mentality by getting different departments to work well together
the ability to attract, retain and deploy the right professionals to achieve group vision.
Contents
DAY ONE
Stages of Team Development - forming, storming, norming, performing.
Characteristics Of Effective, Successful Teams
Chemistry of working together - all the ways by which we differ and yet can work
together, develop and add value
1992 - 2013
21 Years
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- waterline of visibility and effect on workplace performance
- dealing with biases and stereotypes.
Human needs in a team
The need for respect
The need to be appreciated
The need to feel important
The need to be understood
The need to be recognized
DAY TWO
Diversity & Inclusiveness In Effective Teamwork
Recognition of what makes a team productive.
Recognition of attributes of great team leadership.
Use of knowledge of people's personality to build a team.
Employment of each team member's potential to achieve goals.
Spirit that makes each person to work well with others even
when coming from different backgrounds.
DAY THREE
Interpersonal Skills For Successful Team Building
o Relate more effectively with others superiors & subordinates
o To achieve set goals for self and others
o To create a conducive work environment
o To resolve conicts among team members
1992 - 2013
21 Years
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Resolution of team conicts
Common causes of conicts
Types of conicts
Signs of conicts
Interrelationship of Assertive and Cooperative Behaviours
What Compromise is What Collaboration is
Commitment Standards
- bonding aspirations
- core values
Performance expectations, basic rules and policies.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
95
FRONTLINE LEADERSHIP
Emerging Leadership Course
Duration 3 days
May 8 -10, 2013
October 9 - 11, 2013
The programme presents the basic principles that are the foundation of all the leadership activities and
central to senior level effectiveness:
Building and maintaining a positive, results-oriented work climate
Staying balanced in all approach to people and problems
Removing interpersonal barriers to understanding and cooperation
Keeping things moving towards better performance
Leading by providing positive examples.
Contents
DAY ONE
The Manager/The Leader Knowing the Difference
Role of frontline leader
1992 - 2013
21 Years
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Basic leadership styles
Inuencing skills
An understanding of Leadership Powers
Leadership Behavioural Guidelines
DAY TWO
Coaching/guiding/developing staff
Learn how to coach for performance
Review different coaching models
Learn how to handle negative responses
Learn basics on developing employees
Effective delegation
Parity Between Authority and Responsibility
Work Within the Organizational Structure
Adequate support
Accountability on results
Delegation consistency
Avoiding reverse delegation
Clarifying rewards
Effective communication
Developing Subordinates through Feedback
Team building/ team leader skills
DAY THREE
Motivating others
Understanding motivation
How can a leader motivate others?
Ways employees react to frustration
Improving meeting outcomes
Effective use of time
Coping with pressures
Thinking commercially
Proling the organization
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
97
LEADERSHIP FOUNDATION COURSE
Duration 4 days
On Demand Only
Programme Den
Introductory leadership orientation designed for graduate entrants and young professionals to gain skills and attitudes with which
to prepare themselves and their essential expertise. They must learn early in their career how to deliver short term targets/results
and plot their long term life/work progress. At the end of the programme, individual participants will be able to:
Manage own personal and professional development for future leadership responsibilities
Contribute to teamwork and harness differences
Seek mentoring and coaching guidance
View own performance with commercial mindset
Recognise own contribution to overall business
Satisfy customer requirement
Adapt to changes in life and work
Behave courageously to promote the organization's values and vision.scription
Contents
DAY ONE
Changing nature of jobs and organization.
What must I do to reach the top of my career?
Competence Dimensions: Level One Career Self Mastery
Competence Dimensions: Level Two Career - Interpersonal Mastery
1992 - 2013
21 Years
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Competence Dimensions: Level Three Career - Business Mastery
Competence Dimensions: Level Four Career - Visionary
Inventory of personal resources.
Seeking self development opportunities.
DAY TWO
Planning, organising own tasks, work, tools and techniques.
Prioritising and managing own time and resources.
Delivering professional expertise.
Delivering quality standard to customers and 'stakeholders'.
DAY THREE
Leading and working in teams.
Communicating and inuencing oral and written.
Establishing mentoring and coaching relationships.
Building interpersonal and networking relationships.
Adhering to the organization's values and business ethics.
DAY FOUR
Preparing and making presentations.
Sharpening problem solving and decision making skills.
Thinking like an entrepreneur.
Performing productively with goal-driven passion.
Demonstrating courage.
Work-Life balance.
Plotting one's lifelines.
Fee: Negotiable
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
99
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
100

LEADERSHIP TRANSFORMATION COURSE
Duration 4 days
On Demand Only
Objectives
To review the concept of transformational leadership and its role towards stimulating peak performance,
To discuss the various leadership styles vis-a-vis their advantages, disadvantages and effective
application,
To differentiate between transformational and transactional leadership styles while reviewing leadership
behavioural components, and
To agree on winning strategies towards becoming transformational leaders who inspire change, growth
and productivity.
Contents
DAY ONE
The challenging economic environment
Transformational Change and the Leadership Imperatives
Why Leadership is such a big factor in Creating Change
Transactional Leader Vs. Transformational Leader
Change is perspective.
Change drivers
Characteristics of change
DAY TWO
How Leaders Transform
A healthy combination of fear and hope
Vision driven (Imagination).
Selessness
Risk taking
courage in action
Inspirations of Transformational Leadership
Excellence
Growth
Protability
Success
DAY THREE
Becoming Transformational Leaders
Individualized Consideration
Intellectual Stimulation
Inspirational Motivation
Role Identication
Transformational Leadership Performance Model
How leaders drive for results
Establish Shared Vision
1992 - 2013
21 Years
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101
Build Effective Organisations
Build Excellent Operations
Create Economic Value
DAY FOUR
Taking a Leadership Stance
Action Centred Leadership
Choosing a Winning Strategy
Clear Expectations
Drive Results
Strengthen Relationships
Leading Yourself
Self Knowledge
Self Management
Leading Others
Know your people
Set Goals
Coach & Mentor
Appraise Performance
Give Feedback
Reinforce/ reward Positive Results
Fee: Negotiable
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
102
MANAGERIAL SKILLS APPRECIATION
First Level Managers Programme
Duration 3 days
March 26 - 28, 2013
September 11 - 13, 2013
Objectives
This course is to introduce rst level managers to ofce and business management by making them
Understand their roles within the changes that do affect business.
Get clear the management styles that can affect their success.
Develop the right competencies in the work environment, with their boss and also with peers and subordinates.
Maintain necessary discipline at work.
Know how their career can grow.
Contents
DAY ONE
What Management is, What Process is.
Who is a manager?
Levels of Management
o First Line Skills
o Middle Line Skills
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o Top Line Skills
Managerial roles
o Interpersonal
o Informational
o Decisional
Managerial Functions
o Technical
o Human
o Conceptual
st
The challenges facing the 21 century manager
DAY TWO
Determining the Vision Mission and Positioning of a business.
Result-based leadership inuencing others.
Talent development for self and others.
Execution getting things done.
Making decisions and solving problems.
Personal effectiveness the 80:20 rule.
Performing for prot attention to cash ow.
DAY THREE
Customer service orientation.
Understanding change getting outdated things out.
Managerial competencies and prociency assessments.
Competencies of Tomorrow's Managers
o Team Leaders
o Internal Consultants
o Great Communicator
o Team player
o Technology master
o Problem solver
o Ambassador
o Change maker
st
o The 21 century leader

Fee: Negotiable
1992 - 2013
21 Years
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MANAGERS AS LEADERS
Duration 2 days
May 30 - 31, 2013
November 28 - 29, 2013
The competencies paraded by a company's Managers should be appropriate for the company, just like the planets are
positioned for the Universe. This training will make managers see their competencies as the essential Planets that
create the vibrancy of the companies they work for.
The Nine Leadership Planets of the Company's Universe
The company is the centre of the universe that all focus, skills and operations revolve around.
Contents
DAY ONE Performance Orientation
Exercise on the Premium Dozen (Importance & Urgency)
Exercise on Leadership Puzzles
Changing nature of work and organizations
Mutual expectations between a manager and the company
Understanding business implications of nance, costs and cash ow
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A walk through the Seven Habits of Highly Effective People
Organizing work and time to meet stretch targets
How to optimise use of tools, techniques, resources and relationships for results
DAY TWO
What constitutes satisfying customer requirement
How to communicate and interact effectively with subordinates
How to harness individual differences in leading a team
Improve interpersonal and networking relationship
Coaching and mentoring guidance
Behave courageously to promote the company's values and vision
Improving performance and results delivery
Gain condence in projecting self and expertise
Believing in the vision of the business
FEE: N80,000 VAT inclusive
1992 - 2013
21 Years
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SITUATIONAL LEADERSHIP PROGRAMME
(LEADERSHIP COMPETENCIES DEVELOPMENT TRAINING)
Duration 4 days
On Demand Only
Situational Leadership Programme supports the building of
leader behavioural skills
business knowledge
the right vision of life
growth of subordinates.
For each participant, the programme answers the question:
What do I need to know and do to be an effective
Leader that inspires other employees, thinks not as
a job holder but as one assuming responsibilities?
Contents
DAY ONE
The four leadership pillars:
o Choose the leadership styles that are appropriate under different circumstances for delivering desired results.
o Motivate, coach and develop others.
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o Maximize business opportunities.
o Support/Build shared vision.
Leadership as Inuence
o Understand leadership powers
o Focus on emerging situations
o Take charge in new situations
o Lead effective change
o Maintain self condence
o Maintain constructive relationship
o Take initiative to make things better
o Lead by example.
DAY TWO
Personality Types and Behavioural Motivations
o Promoting or Expressive personality type
o Controlling personality type
o Analyzing personality type
o Supporting or Amiable personality type.
Leadership Styles
o Choose communication styles that are appropriate:
- Telling, Selling, Participating, Delegating
o Decide when to manage, decide when to lead
o Have a coach or mentor
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o Be a coach or mentor to someone.
DAY THREE
Conict Management Styles
o Collaborate
o Compromise
o Defeat
o Accommodate
o Withdraw.
Deliver Results
o Use performance measurement to assess the effectiveness of leading others
o Lead teams in terms of their major contributions and how they t into the larger organization picture
o Mutually identify priorities, necessary skills and guidelines
o Set milestones for progress review.
DAY FOUR
Prole the Organization
o Organization culture
o The 4+2 formula
o Business choice
o Business phases and leadership creativity
One right answer?
Self imposed barrier?
Conformity?
Impatience?
Rules of Work
o Do you know what it takes to keep top jobs?
Fee: Negotiable
MARKETING MANAGEMENT
AGGRESSIVE MARKET PENETRATION
(Battles for Market Share)
Duration 4 days
March 19 22, 2013
August 13 16, 2013
A four-day sales and marketing training on intense and offensive market drive. With speed, the sales and marketing
persons must:
generate awareness for the company's products
achieve visibility in trade and outlets wholesalers and distributors, retailers
maximize volume delivery and achieve company's objectives fast
grow market share for the brands.
1. Ability to initiate more contacts and form strong relationships.
2. Ability to qualify prospects by performing analysis on what, when, and under what conditions they will buy.
3. Ability to effectively apply sales literature, promotions, tactics and offers for specic new transactions with individual
prospects.
4. Ability to inuence sales outlets by building value and encourage them to believe in the company's brands.
5. Ability to effectively manage resistance from difcult prospects so as to make successful sales.
1992 - 2013
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Contents
DAY ONE
Personal Selling Skills
o Probing skills
o Objections handling
o How well you know the customer
o Sales challenges and sales differentiators
Implementing the Sales Strategy
Planning the Market Prospecting:
o Develop the right objectives
o Identify customers' real interests
o Prioritize the customers.
Developing the Major Accounts
Qualifying Customers - Criteria for Prioritizing
o Potential size of account
o History of patronage
o Previous relationship on other platforms
o Pressing need for product/service
o Clear cost-benet relationship - positive attitude
o Financial soundness of the customer
o Customer accessibility.
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DAY TWO
Outlets Management
Territory Management
o territory delineation
o route planning
o the Selling Process Call Plans
o sales target for the period
o merchandising
o other objectives for the period
o adding new prospects and deleting dogs.
Relationship Management Competencies
Offer Analysis
o Customer benets
o What's special about you the Appeal
DAY THREE
Protable Negotiation
Rules of commercial negotiation
o No negotiation when selling is unsure
o Increase level of customer needs rst
o Concession strategies
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Common negotiation tactics
o Bogey
o Good guy, Bad guy
o Nibbling
o Crunch
DAY FOUR
Merchandising
Checking the store rooms for stocks.
Maximizing on-shelf availability and product visibility.
Effective product placement.
Brain Sell
How the salespersons' mental agility can increase so as to
perform at the very best.
How to bring high energy to bear for top performance.
How the salespersons can identify their individual personal
strengths and weaknesses and plan for self-development.
How to analyse the motivations and priorities of key buying
inuences.
1992 - 2013
21 Years
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HOW TO SUCCEED AS A PRODUCT MANAGER
Duration 3 days
February 20 - 22, 2013
June 5 7, 2013
A three-day product management training for the intense strategic marketing drive any organization should be playing to
succeed and maintain a leadership position.
Ability to prepare and develop marketing strategy and plan for different product categories.
Ability to manage the performance of the organization's products.
Ability to communicate and promote the products to the different customer segments.
Ability to monitor each product's protability.
Ability to identify new market needs which product enhancement and innovation can meet.
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Contents
DAY ONE
A Product Manager's Responsibilities as the:
- Repository of information on the Product
- Product strategist
- Marketing planner
- Anchor of total communication on the product
- Product's brand builder.
Products planning.
The 5-forces Model for Product Managers
- Prominence of rival products
- Competence of rival companies
- Bargaining power of customers
- Substitute products
- Threat of other products share of pocket.
The Battle for Market Leadership
- Mind share
- Market share
- Innovativeness.
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DAY TWO
Segment thinking
- the STP model.
Rules of Competition & Market Strategy
- Sequence and time of actions
- Committing resources
- Seizing the initiative
- Out-performing competition.
Promotional sensitivity analysis.
Understanding brands
- Ten criteria of strong brands
- Strategies for building a product into a strong brand.
Marketing and communications mix
- Tools available to the product manager
Selling
Advertising
Sales promotions
Direct marketing
PR and publicity
Sponsorships
Exhibitions
POS/merchandising
Product packaging.
DAY THREE
Marketing Timetable
- Spreading product knowledge
- Sales promotions
- Merchandising
- Advertising and publicity.
Working with Sales People
- The sales people's work habits
- The sales people's motivation
- Standards of product knowledge
- Keyi ng- i n vi si t on product
management into territories timetable
- Debrieng the sales people.

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KEY ACCOUNT MANAGEMENT
Duration 3 days

January 29 - 31, 2013
May 22 - 24, 2013
October 29 - 31, 2013.
Justifying the Programme
This Key Account Management Course teaches participants the relevant marketing, selling and relational skills needed
today to grow and keep an Account for life. Every forward looking company sees its Key Accounts as tangible external
assets and partners for prot to the Company. For your assets to continue to yield maximally, it must be effectively and
efciently managed. If indeed 80% of our current business comes from 20% of our Key Accounts (or such
disproportionate relationships), they need to be strategically managed. If losing an account is very painful, that account
must be a key account. We must therefore manage the account like an Asset.
Key Account Managers should ever be so vigilant not to supply ammunitions to competitors.
Contents
DAY ONE
Basic Principles of Key Account Management
Beyond muddling through
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Strategic business prole requiring executive support
Positioning
Work Teams
Customer Involvement
Long term orientation
Challenges of Markets
Customer power
Supplier power
Market maturity
Globalisation
Customer Retention
Cautions for Key Account Management
Too many eggs in one basket
Insufcient benets to the distributor
Insufcient benets to the potential key account
Limitation of opportunities
Cost and Bureaucracy
Signicant organizational change
Levels of Business Relationship
Exploratory
Basic
Cooperative
Interdependent
Disintegrating

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DAY TWO
Inter-relational Causes of Uncoupling
A change in key personnel
Breach of Trust
Cultural Mismatch
Quality Problems
External Causes of
Subjective Attitudes
Seeing Through Your Customer
Pareto Analysis
Determining Top Customers
Customer Attractiveness
Valuing Key Customer Accounts
Key account risk:
Customer's Business Situation
Internal value chain
Customer's View of your Company
Key Account Buying Process Analysis
Key dimensions of Buyer Behaviour
DAY THREE
Who buys?
The buying centre
Roles of Sponsor
Strategic Coach
Antisponsor
The Buy-Sell Heirarchy
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Key strategic issues for pricing, sales, and the rm's prots
Price Contagion Management
Account Management Incentive Alignment:
Mutually Benecial Value Alignment:
Team Approach & Composition
Key Account Manager
Account Team Member
Extended Team Member
Account Review Committee
Personality types
Motivation balance
Managing groups
Skills Requirements for Key Account Managers
Setting and Implementing Strategies on Key Accounts
Charter Statement
Elements most critical
Setting Strategies SWOT Analysis
Action Plan
1992 - 2013
21 Years
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MASTERING THE PRINCIPLES AND TECHNIQUES
OF PRICING
Duration 2 days
June 27 - 28, 2013
October 30 - 31, 2013
Exposure of managers to important pricing concepts in day to day business transactions. It will help them take better decisions
on the basis of pricing implications to the business.
The course provides the guidelines for development and methods for a detailed pricing policy.
At the end of the course, all participants will be able to be part of a successful standardization and consolidation of pricing
processes in their respective organizations. They will develop marketing policy, particularly in handling routine transactions.
This course will also show how legal and technical service agreements can blend harmoniously with personal attitudes and
relationship management.
Ability to prepare and develop pricing strategy and plan for different product categories.
Ability to manage the performance of the organization's products.
Ability to communicate and promote the products to the different customer segments.
Ability to monitor each product's protability in relation to pricing segmentation.
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Ability to understand the psychology of pricing.
Ability to understand and identify marketplace pricing with regard to product enhancement and innovation.
Ability to manage company performance strategically in relation to pricing.
Contents
DAY ONE
Fundamentals of Pricing
Types of Pricing
The four Cs of pricing
Costing and Financial Analysis of Pricing
Determining Economic Value of Pricing
DAY TWO
Pricing Power Matrix
Psychology of Pricing
Evaluating Price Sensitivity
Managing Price Competition
Formulating Pricing strategy
Strategic versus Tactical Pricing
Marketplace Pricing
Pricing Over the Product Life Cycle.
1992 - 2013
21 Years
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Petroleum Products Retail Marketing
(The Foundation Course)
Duration 5 days
April 22 - 26, 2013

This course focuses on the fundamental knowledge and skills needed to maximize returns from outlets and on networks
and branding. It is a broad based, comprehensive foundation course for managing objectives and resources professionally
in this line of business. Retail marketing in today's oil industry is not only about fuels and lubes. Ever more discerning
customers need a wider range of goods and services. Increasing competition is putting margins under pressure. The
course explores the circumstances and problems affecting the retail oil industry and it considers the solutions available to
wholesalers and retailers. It deals with fundamentals affecting supply, marketing and retailing of fuels and associated
goods and services, and how technology can help secure success in the market place.
What participants will learn
How to optimise retail networks, brands, property and on-site facilities
The needs of both established and emerging markets - existing situations and prospective new ventures
Identifying and analysing competitors, trends and opportunities and how to apply best retailing practices and give
appropriate focus to customers
Business principles to help review and create successful investment, marketing and sales strategies and operating
policies
Emerging global obligations and best practices regarding health, safety and environmental issues
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DAY ONE
Understanding the Petroleum Products Retail Market
What are its attractions?
What type of business should you be in and why?
Who are the customers?
Who are the competitors?
What can be learned from the experiences of others?
How is performance best measured?
Are rewards commensurate with risks?
Brand Management
What is a brand position and why is it essential?
How is it best conveyed to secure maximum effect?
DAY TWO
Asset Management (Networks)
What is the optimum productivity level?
Supply chain management (wet and dry goods)
What forms of ownership and property management are available?
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What outlet operating modes should be considered?
Asset Management (Outlets)
Principal design considerations
Customer facilities, health, safety and environmental issues
Technological aspects of successful retailing
How to ensure assets are -sweated" to secure best returns on capital
The key onsite features of "retailing for prot"
What is the worth of competitive pricing, premium pricing and promotions?
The identication of customer needs and the prospects for "one stop replenishment".
DAY THREE
Technology
What are the latest systems available for complete business management?
What are the pros and cons regarding electronic funds transfers, and other forms of customer payment?
Loyalty cards and customer information management.
Site Facilities
Fuels: what is in prospect for new and advanced products?
Shops: how can full advantage be taken of the opportunity - professionally?
Car care/ car washing: how can poor and mediocre operators become successful?
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What other new business streams or products may be suitable for the retail oil industry?
DAY FOUR
Performance management: what does it mean, how does it work?
Project management, how its principles can benet much of the industry-s work
Regulatory matters, particularly health, safety and environment; what obligations does the industry have to face
now and in the foreseeable future?
Inventory management (wet and dry stock) - understand the basics of good supply chain management
Taking over and handling over sites - manage these key processes reliably.
DAY FIVE
General
The essentials of good customer relations management - manage resources in ways that will help single out a site as
the one of preferred choice from customers' points of view
On-site crime, how might it be reduced?
Managing change
Concentration on the "must do wells".
1992 - 2013
21 Years
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RELATIONSHIP MANAGEMENT AND MARKETING
Duration 3 days
April 17-19, 2013
September 25 - 27, 2013
Course Objectives
Gain high valueadded contacts and businesses.
Integrate selling techniques with relationship management strategies.
Align marketing strongly in all departments.
Track relationship market results.
Utilize marketing and relationship management skills for renewed advantage.
Contents
DAY ONE
Why relationship marketing?
Marketing is everyone's job
Account Strategy
o Account Mission Statement
o Account Goals
o Product Volumes
o Revenue Targets
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o Resource Decision
Relationship Strategies
o Customer Targeting
o Key Events
Measurement Guides to Assess Relational Depth
Working as a Team
DAY TWO
Relationship Capabilities
o Proling Key Businesses
o Long Prospecting Cycles
o Customer Service Cycle
o Managing Difcult Accounts
Objectives of the Relationship Manager
Key Responsibilities of the Relationship Manager
Work Values of the Relationship Manager
Social Values of the Relationship Manager
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DAY THREE
Personal Selling Results
o High-Performance Selling
o The World-Class Marketer
o Selling v. Marketing
Ways to Keep Your Customers for Life
o Short/long term opportunities
o Key players/priorities/politics
o Areas of weakness/vulnerability
o Economics of the business
Conducting a Relationship AUDIT
o Evaluating The Partnership
o Account Contacts
o Level of Trust
o Sharing of information
o Knowledge of Lifestyle/Social Contact
What A POOR RELATIONSHIP MANAGER looks like.
1992 - 2013
21 Years
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VALUE ADDED MARKETING
(Advanced Marketing Strategies)
Duration 4 days
May 14 -17, 2013
August 27 - 30, 2013
November 26 - 29, 2013
Course Objectives
At the end of this course, participants will:
Develop enhanced skills in formulating strategic marketing plans.
Have higher creativity in brand management for protable customer relationship and market segmentation.
Acquire deep understanding of how best to introduce new products successfully.
Have rened knowledge of integrating sales techniques with appropriate marketing strategies.
Be able to evolve and maintain value-added relationships with advertising agencies and other marketing
supports.
Learn how to utilize marketing as an engine for sustaining competitive advantage.
Contents
DAY ONE
Pillars of business strategies
Customer equity
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o Value equity
o Relationship equity
o Brand equity
Marketing strategies planning process
Environment, Customer, Competitor and Self analysis.
Positioning and market segmentation
Prot drivers and distinctive competencies
Product portfolio management
Integration of marketing strategy and communication strategy.
DAY TWO
Concept of Product Life Cycle
Marketing Innovation
Relationship Management
Managing Major Accounts
What makes perpetual market winners
DAY THREE
Working with Communication Agencies
Why are agencies hired?
Ideal communication partners
Client/agency partnership
The favorite client
Tips on enhancing client/agency effectiveness
Building brands
Building trust.
DAY FOUR
Introduction to Social Media
Social Media Vs Traditional
Social Media Trends in Nigeria Effects on Brand Marketing
How Social Media can Improve Your Sales Process
How to Grab the Attention of Mainstream Media
Effective Process for Social Media Programmes
Driving Trafc to Site
How to Win Where to PLAY!
Social Media Marketing Checklist
Connecting the Dynamic Youth Market
Get Into Their SKIN!!
The Top 10 Digital Predictions
Challenges of Social Media.
Fee: NI20,000 VAT inclusive
1992 - 2013
21 Years
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PERSONAL SKILLS DEVELOPMENT
A MANAGER'S PERSONAL EFFECTIVENESS
Duration 2 days
April 25 - 26, 2013
August 8 - 9, 2013
This course is about what managers can do specically to improve their individual effectiveness and enhance productivity for
the organization. The programme contents have been developed around seven Key Questions which managers must
continually answer for themselves. The questions are:
1. What have I been hired to do?
2. What results are expected of me?
3. What can I do to make a real difference in the organization's fortunes?
4. What are my bosses' Critical Result Areas?
5. What Critical Result Areas should be for my sub-ordinates?
6. What do I value most in my life?
7. What do I want to achieve - my goals: Long term? Short-term? Professionally? Socially?
Contents
DAY ONE
Planning Orientation
The discipline of planning and preparation to avoid unplanned catastrophes:
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o short term planning: daily/weekly/monthly
o long term planning: self development outlook.
Recognise and take full advantage of limited resources.
Focus awareness on company procedures.
Time discipline.
Business Knowledge
Strong knowledge of the organization's business.
Appreciation of their decisions and actions which touch the business bottom line.
Application of competence to see jobs delivered cost effectively.
Performance Orientation
Focus on delivering results - work efciently and creatively to meet agreed goals and objectives.
Dene personal responsibilities.
Be clear about standards.
Review self performance against set goals.
Opportunities Focused
Understand what opportunities exist or can be created, and convert them into results.
Take advantage of opportunities for success in the present or future.
Create new ways of doing things that are benecial, advantageous or protable.
Problem Solving
Identify forms of waste to reduce losses.
Make adjustments to accommodate changing situations.
Respond resourcefully to new demands or circumstances.
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DAY TWO
Innovativeness
Experiment and be adventurous.
Develop new thinking and skills and challenge yourself.
Initiative
Anticipate business needs to proactively create solutions.
Take on difcult tasks in order to achieve business results.
Delegation and Empowerment
Willingly delegate.
Provide subordinates with opportunities to prove their capabilities.
Assign the appropriate degree of authority.
Provide assistance and support.
Champion Relevant Changes
Strive for learning and growth.
Structure process for quality and efciency.
Developing Self
Strive for learning and growth both professionally and personally.
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ASSERTIVENESS AT THE WORKPLACE
Duration: 2 days
On Demand Only
Course Objectives
At the end of the course participants will be able to:
Learn how to create positive self expectations
Acquire personal effectiveness techniques
Develop good interpersonal skills for effective peak performance
Acquire high self-esteem and understand its importance to peak performance
Learn how to build relationship
Develop effective communication skills
Learn the techniques of time & self management
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DAY ONE
Who Am I Understanding the Basics
Understanding Human Personality
Self Mastery
Reacting to Environmental Stimulus
Behavioural Patterns
Nature of Assertive Behaviours
Developing Assertiveness Skills
Signicance of Body Language
Attitude is Everything
The Iceberg Metaphor.
DAY TWO
Assertiveness and Emotional Intelligence
Resolving Conicts
Communication Skills
Business Etiquette
Effectiveness in Teams
Using Time Effectively
Aspiration Attainment.
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1992 - 2013
21 Years
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ATTENTION-GRABBING PRESENTATION
& PUBLIC SPEAKING SKILLS
Duration 3 days
March 13 - 15, 2013
July 17 - 19, 2013
October 2 - 4, 2013
The training addresses
1. sales presentation
2. proposals presentation
3. reports presentation.
Participants also practice
4. technical lecture
5. special speaking situation (e.g. post-dinner speech)
6. motivational speaking.
Condence in handling presentations.
Planning for presentation roles, cues and equipment.
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Exploiting the secrets of great presenters.
Using the three dimensions to obtaining favourable decisions.
Adept at asking for and get the desired decision.
Contents
DAY ONE
Central Competence
Factors that must be considered before presenting
Opening style
Holding attention
Audience concentration curve
Interests the peaks and the lows
Eye contact
Gesticulations
Stage management
What is your USP?
Presentation tool - everything counts
Do sweat the details
Final count down
Show time
Managing stage fright
DAY TWO
Business Pitch
Overview of a Presentation that Grabs
Who are the Players?
Your Presentation Objective
Simple 3 Step Approach
Sales Presentation
How to be persuasive and lead a potential buyer to purchase a product or
service.
How to discover the true purchase authority.
How to focus the sales presentation on the central authority.
How to clearly demonstrate that the presenter's offering surpasses other
options available.
DAY THREE
Proposal/Ideas Presentation
What every Proposal Presentation should include:
1. informative
2. persuasive
Report Presentation
Relevant Audio-Visuals Aids
Seeing is Believing
Speaker Gains
Presentation Aids technical
considerations
Types of Presentation Aids
Body Movement and Stage
Management
Time Management
Tricks Around Stage Fright
1992 - 2013
21 Years
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140
EFFECTIVE COMMUNICATIONS AT WORK
Duration 2 days
On Demand Only
A two-day practical ways for workplace communication in a variety of media that managers should master if they plan to
succeed. The participants will learn that effective communication is vital to the success of the organization's business.
Use of English language ability to read, speak and write excellently in English, the ofcial language for business.
Ability to persuade and convince others in ways that obtain agreement or approval on ideas and views.
Ability to blend well in an environment of cultural diversity.
Persuasiveness ability to present ideas, inuence and convince others to obtain agreement and approval on ideas
negotiated.
Teamwork ability to assist team in performing and attaining set objectives.
Contents
DAY ONE
Why effective communication is important to success in business
o decision making and problem solving
o stronger business relationships
o enhanced image for the employee and the organization.
1992 - 2013
21 Years
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Variety of communication
Face-to-face
On the phone
In writing
Using positive words
Formal and informal communication
o Planned communication- meetings, conferences, presentations
o Casual communication - face-to-face conversation, phone calls, emails.
Communication structures
o downward communication
o upward communication
o lateral communication.
The Communication process
o sender planning a message
o sender encoding the message
o sender transmitting the message
o receiver receiving the message
o receiver decoding message
o receiver responding based on understanding.
1992 - 2013
21 Years
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DAY TWO
Tips for Effectively Delivering a Message
Active and Passive listening
empathetic listening process
Body Language the nonverbal communication
o facial expression
o gesture and posture
o personal appearance.
Career advancement through effective communication
o organizing ideas and information logically
o expressing ideas and information coherently and persuasively
o listening to others effectively
o giving and receiving constructive feedback
o sensitivity to cultural diversity in the workplace
o using communication technology efciently
o demonstrating a civilized manners
o sensitivity to ethics.
Fee: Negotiable
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
143
EFFECTIVE MANAGEMENT OF TIME
Duration 2 days
May 23 - 24, 2013
September 26 - 27, 2013
Justifying the Course
Managers and executives must consistently add more value, in the limited time they have in hand, just to remain in
contention today. To achieve more than the ordinary, managers must have the special skills for, and an acute sense of,
time use. The central focus is the discipline to manage oneself for time effectiveness.
Broad Competencies Delivered
Ability to manage oneself in relation to time.
Ability to identify and handle time wasters effectively.
Ability to set priority and stick with it even under pressure.
Ability to handle anxiety and stress.
1992 - 2013
21 Years
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144
Contents
DAY ONE
The Compass and the Clock
Time Denition.
The Types of Time
Putting Value on Time.
o Estimating and Knowing the Value of Time
o Most valuable use of time
Time Management Matrix
Becoming an Organized Person.
Unbroken blocks of time
Procrastination is the thief of time
DAY TWO
Ofce & work space organization
Delegating, supervising, monitoring
Managing the boss
Assertiveness Skills.
Dealing with Time Wasters.
Setting and Sticking to Priority.
Managing Anxiety and Stress Habits.
Time and pressure
Pressure and stress
Coping Well Under Pressure.
Time Log - daily, weekly
Time Audit.
1992 - 2013
21 Years
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145

EMOTIONAL INTELLIGENCE AT WORK
Duration 2 days
On Demand Only
The programme is a learning platform for building personal and organizational effectiveness. It is a learning from the teaching of
Aristotle who spoke of a rare ability to be angry with the right person, to the right degree, at the right time, for the right purpose and
in the right way. Without a doubt, managers who are not emotionally intelligent are not very effective. For leadership positions,
competencies in emotional intelligence account for up to 85 percent of what sets outstanding managers apart from the average. To
be successful, therefore, this course takes managers through not just being intelligent, but the need to be emotionally intelligent.
What the Course Teaches
A framework for understanding Emotional Intelligence
Ways in which to develop Emotional Intelligence capabilities
Opportunities to assess one's Emotional Intelligence
Stimulate reection on the changing nature of organizations and the manager's role
Guidelines on how to use Emotional Intelligence as an organizational change management strategy.
1992 - 2013
21 Years
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Contents
DAY ONE
General Overview the Five Steps
Self awareness
Emotion management
Self motivation
Relationship management
Emotion coaching
Emotional Competence Framework
Self awareness
Emotional awareness
Accurate self assessment
Self condence
Self regulation
Self control
Trustworthiness
Conscientiousness
Adaptability
Innovativeness
Self motivation
Achievement drive
Commitment
Initiative
Optimism
Social competence
Empathy
Service orientation
Developing others
Leveraging diversity
Political wisdom
Inuence
Communication
Conict management
Team capabilities
DAY TWO
Organizational Effectiveness
Priority Management
Leadership
Team capabilities
Customer Service
Sales
Decision making
Change management.
Fee: Negotiable
1992 - 2013
21 Years
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147
EXCELLENT REPORT AND PROPOSAL WRITING SKILLS
Duration 3 days
January 29 - 31, 2013
July 3 - 5, 2013
December 11 - 13, 2013
For effectiveness in business communications, this course focuses on making managers to:
Become highly skilled in the use of English language.
Write memos, letters, reports, proposals excellently by presenting their contents with mechanical precision.
Organise their thoughts clearly before writing.
Know the techniques of outlining, drafting and revising their written messages.
Practice writing styles that are clear, concrete and courteous.
Pay attention to their spellings and punctuations.
Know the rules that guide the use numerals in their written messages.
1992 - 2013
21 Years
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Contents
DAY ONE
The Challenge of Communicating Effectively
The business case
Communication and culture.
Writing Guidelines
Essence of effective business writing
Planning the writing
Organizing thought before writing.
Prewriting & Planning
Establishing purpose
Clarifying readership
Researching for facts.
Doing the Writing
Word usage
Common errors in our use of English by Nigerians
Word economy.
The Business Writer's Attitudes
Simplicity and conciseness
Confused words
Outdated expressions
Opinion words and expressions
Look-alike words.
DAY TWO
Attention to Grammar
Verb exercises
Noun and pronoun exercises
Spellings
Punctuations.
Editing techniques
Formatting the Writing
Style and tone
Paragraphs
Headings.
Letters
Salutation
Body of letter
Complimentary closure.
1992 - 2013
21 Years
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Writing Minutes of Meetings
Minutes what it is
what it is not
Types of Minutes
Minutes Format
DAY THREE
Types of Report
Information/investigation report
Progress Report
Formal Reports
Informal Reports
SOPADA formula
The Need-to-know vs Nice-to-know reports
Executive Summary
o The Purpose of An Executive Summary
o Main Stages & Techniques of Summarization.
o Types of Summaries
o Qualities of An Effective Executive Summary.
Problem with Cliches
Parallelism problems
Misplaced modiers.
British vs American English.
1992 - 2013
21 Years
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150
INFLUENCING SKILLS
Duration 3 days

Justifying the Programme
Leadership does not just come from those who have been placed in positions of power. Someone can also lead from the
middle or the back. It takes a different set of skills to inuence others to act on your behalf if you are not the leader. To be
effective you must have good command of the strategies used to inuence the perceptions, attitudes, and behaviours of
others. Leverage relationships to build inuence skills.
Objectives
Relate more effectively with colleagues
Inuence and achieve set goals for self and others
Increase productivity at work
Improve the work environment
Resolve conicts among team members
1992 - 2013
21 Years
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Contents
DAY ONE
Key Characteristics of Inuential People
The Five C's of Trust
The Five Points of Presence
Understanding Group Dynamics
Communication Skills
How Well Do You Listen?
- non verbal communication
DAY TWO
What is a Shared Vision?
Team Leadership
Turning an Enemy Peer into an Ally
Dealing with Subordinates
Managing Conicts with Superiors
Inuence and the Mind
The Winning Edge Concept
Creating Effective and Lasting Great Impressions
The mutual-gains approach
Understanding personality types
DAY THREE
What is managing up
Get to know your boss
Get to know yourself
Dare to follow well
Choose your words
Solicit clear expectations and priorities.
Focus on what you can change.
Fee: N100,000, VAT inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
152
PRE-RETIREMENT COURSE
Managing a New Beginning
Duration 4 days
March 12 - 15, 2013
July 2 - 5, 2013
This is a programme on how every worker approaching retirement age must plan so as not to confront sobering economic
problems in twilight years. The course shows that retiring from employment needs not become a calamity.
What Participants will Learn
How the economy will affect retirees in the future.
How to plan for retirement.
Alternative sources of income.
Manageable businesses to retire into.
How to stay healthy as age advances.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
153
Contents
DAY ONE
General Retirement Orientation
Coping with severance from employment.
Choice of what to do next.
Financial Planning
Personal Financial Planning
Budget and Risk Management
Wealth Creation and Investment Options
Assets Management
Investments
Types of investments available in Nigeria.
Guidelines and advise on selecting investment types.
Can You Run Your Own Business?
Business development process.
Planning a new business.
DAY TWO
Entrepreneurship
The disciplines for business success.
Preparation of a business plan.
Legal requirements for business.
Introduction to the Entrepreneurial Cycle
1992 - 2013
21 Years
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154
Nurturing a Business for Protability
Propagating the business - marketing strategies
and selling skills.
Attention to the nancial health of the business.
DAY THREE
Health and Leisure
Ageing gracefully.
Balancing work and health.
Health guideposts.
Action Plan for Managing Stress in Retirement
Choosing a Second or Old-Age Career
Big or small organization?
Self improvements for new career readiness.
Preparing resume and interviewing readiness.
Starting and Running a Consultancy Business.
DAY FOUR
Estate Planning
- Legal and Probate Issues in Retirement
- Why Making a Will
-Preparing a Legal Will
-Next-of-Kin.
1992 - 2013
21 Years
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155

PROBLEM SOLVING AND DECISION MAKING TECHNIQUES
Duration 3 days
June 19 - 21, 2013
October 29 - 31, 2013
This programme delivers Problem Solving Techniques, one of the unique competencies all managers, whether
budding or experienced, must possess.
The ability of a manager to solve problems will be reected in:
Gathering information
Marshaling relevant resources
Weighing options
Assessing risks
Taking decisive action
.
1992 - 2013
21 Years
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What the Participants will Learn
Denitions and data collection for various workplace problems
Root Cause analysis
Crisis investigation, recovery and prevention procedures
Process for documenting solutions and decisions
Character and techniques needed for making value-laden decisions.
Contents
DAY ONE
Three things people do when faced with problems
Generic skills necessary for solving problems
Personality types and problem solving
Dening a problem
Listing possible solutions
Evaluating options
The Tools of Root Cause Analysis.
Generating Ideas.
Need for a repertoire of strategies.
Choosing What to Do.
Changing nature of problem through simplication.
Communicating the problem to another party.
Individual differences in approaching problems.
Use of meaningful information and business knowledge.
Setting limits to the problem.
1992 - 2013
21 Years
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Focusing on desired goals to maintain all through the process.
Taking action.
DAY TWO
Creativity - thinking out of the box.
Individuals problem-solving approaches.
Differences between best and worst problem solvers.
Innovative problem solvers mind journey.
Demonstrating decision making willpower.
Critical thinking
De Bono's six thinking hats
DAY THREE
Handling Modern Day Business Problems
o Business goals/objectives
o Business strategy and leadership
o Business environment/competition
o Human capital management
o Organizational culture and way of working
o Change management
o Technology
o Risk management
o Financial management
o Information management
o Supply chain management
1992 - 2013
21 Years
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o Inter-site transfers and new production introduction
o Quality management
Key ingredients for Problem Solving
o Team Approach
o Process focus
o Measurement (is critical)
o Scientic Approach
Developing procedure to pick early warnings of problems.
Contingency to lessen the effects of problems.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
159
SKILLFUL BUSINESS NEGOTIATIONS
The Principle and the Practice
Duration 3 days
July 3 - 5, 2013
A training programme whose contents have been developed around six Key Negotiation Lessons, namely:
1. Avoid unreasonable or arbitrary positions
2. Avoid letting prejudices show through
3. Avoid negotiating by demands and ultimatums
4. Present arguments calmly, without personalizing
5. Explain positions logically and frankly
6. Recognize legitimate concerns and needs of other side.
Ability to assess one's central negotiating style collaborate, compromise, defeat, withdraw or accommodate.
Ability to assess one's true power in any negotiation process.
Ability to concede without losing out.
1992 - 2013
21 Years
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Ability to employ any of the several tactics negotiators use and manage when any of the tactics are being
tried by other parties.
Ability to assess a true crisis situation and not a contrived one, so as to employ the right crisis negotiating
tactics at the right time.
Contents
DAY ONE
Three Rules For Commercial Negotiations
Cost of Negotiated Solution
Negotiating Concerns
Interests, needs and alternatives in a negotiation
How to Improve Your Negotiating Results
DAY TWO
Basic Negotiation Styles
o Win-lose
o Lose- lose
o Compromise
o Collaborate
The Essential Preparations
Timing for Negotiation Advantage
The Five Types Of Power in a Negotiation Process
Managing your ego
Closing with conrmation
1992 - 2013
21 Years
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DAY THREE
Negotiating Positions:
Terms and Conditions
Negotiating Interests:
Underlying motivations
Negotiating Options:
Inventing an option is not a commitment
Negotiating Standards:
Make the negotiation a joint search for independent
standards
People Issues:
Ease and tone of communication
Negotiation Alternatives (BATNA)
The only authentic strength a negotiator possesses
Negotiation Tactics:
Glossary of Tactics
Negotiation Planner:
A practice with the Negotiation Planner.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
162
PRODUCTION MANAGEMENT
ADVANCED STRATEGIC WAREHOUSING AND STORES MANAGEMENT
Duration 3 days
April 17 - 19, 2013
July 10 - 12, 2013
Course Objectives
Efcient warehouse operations do the following:
Provide timely customer service
Keep track of items so that they can be found easily and correctly.
Minimize the total physical effort and thus
Participants in this course will:
Understand the strategic importance of warehousing and stores management in company protability.
Appreciate the underlying principles and applications of material requirements planning (MRP).
Use the accounting procedures required in issuance of materials.
Apply the concept of total distribution cost as a working model.
Implement good warehousing practices.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
163
Contents
DAY ONE
Types of Warehouses
Warehouse design, partitioning and control procedures
o partition/stock locations
Inventory
o Ordering
Flow of Materials
o Purchased materials
o Work In Progress (WIP)
Numbering and classication systems for different stores items.
o Numerics
o Combination of numerics and alphabet.
Stock Control
o Stock Classication
o Stock Counts
o Stock Accuracy
o Stock Valuation
o Safety Stock
o Stock Keeping
o Reporting Processes for Stock
o Processing of Stock-Essence of Timing
1992 - 2013
21 Years
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DAY TWO
Issuance of materials, FIFO, LIFO, etc.
Materials requisition planning (MRP).
Finished Good
o Distribution Planning
o Distribution Control
Maintenance, Repair and Operational Supplier (MRO)
Store keeping and related documentation.
Inventory management.
Handling of Returned Goods/Objections
DAY THREE
Good house-keeping practices
o Arrangement
o Accessibility
o Cleanliness
o Procedure
o Spacing
o Fumigation
o Identication
Treatment of discrepancies
Obsolescence, obsoleteness, redundancy and deterioration.
Personnel
o Honesty
o Diligence
o Accountability
o Numeric competence
o Observant
o Neat/orderly
o Hard working
o Good public relations
Health, Safety & Environment (HSE)
o Identication & Assessment of Inventory Risks

1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
165
INVENTORY, LOGISTICS & DISTRIBUTION MANAGEMENT
Duration 3 days
March 26 - 28, 2013
October 23 25, 2013
(Available also as In-plant Training)
Logistics has become a quettential factor in modern day organisations. This course examines the core issues and
skills required to promote production and distribution efciency, reduce waste and consequently improving ROI. The
programme will afford the personnel in Logistics to be on top of their assignments.
Contents
DAY ONE
Inventory Management
Introduction to basic concepts in stores keeping
Types of Inventory (RM, WIP, FP, MRO)
Inventory Planning and Control
Stores Accounting and Stock-taking
Materials Handling Techniques
1992 - 2013
21 Years
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166
DAY TWO
Distribution/Logistics Management
Organisation and Management of the Warehouse,
Customer service
Distribution Planning and Transport Operations &
Management
Impact of Stores/Warehousing Operations on
Organisational Efciency and Protability
Good Housekeeping Practices
DAY THREE
Inbound Logistics
Transport Operations and Management
Distribution Requirement Planning
Reverse Logistics
Customer Service & PDM

Fee:N100,000 VAT inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
167
MANAGING FLEET FOR PROFITABILITY
Duration 3 days
June 26 - 28, 2013
November 13 15, 2013
(Available also as In-plant Training)
Justication for the Programme
This is a comprehensive eet management course that covers important and vital aspects of the eet life cycle. Fleet
management practitioners and owners must keep abreast of the latest developments, practices, technological
advancements and a broad spectrum of related issues so as to run their own eet protably or provide their clients
with the best service. The knowledge and techniques delegates will learn in the course are practicably applicable to
their eet.
Objectives
Participants will be provided with the knowledge and understanding of the fundamentals in eet management
They will be exposed to how to fully implement effective eet management policies and controls in their work
environment
They will understand how to resolve critical issues in Fleet Operation
Participants will have a better understanding of motivating and rewarding the eet operations staff
They will learn how to effectively prevent as well as manage crisis that may occur in eet operations
They look at the important nancial aspects of eet operation and for a sustainable eet business.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
168
Contents
DAY ONE
Managing Fleet
Fundamentals of Fleet Management
- Fleet Management: An Essential Service Function
- Fleet organization, administration and maintenance practices
- Analysis of company transport requirements
Managing Fleet for Optimum Result
- Truck Selection and Acquisition
- Truck Replacement Planning
- Efcient management of costs and resources
- Setting Key Performance Standards
- Fleet costs optimization
- Developing a Green, Safe and Efcient Fleet
Essential Skills for Efcient Fleet Management
- People skills for driver control and management
- Organisation management skills for workshop personnel
- Preventive maintenance skills and maintaining high standards of vehicle maintenance
Critical Issues in Fleet Operation
- Vehicle delay, downtime and its associated costs
- Safety and road trafc accidents and its associated costs.
1992 - 2013
21 Years
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DAY TWO
Managing the Business For The Future
Financial Aspects of Fleet Management and Financial Issues in Fleet Operations
- Fleet Cost Control Strategies
- Setting Operational/Financial Targets & Standards
- Fleet Finance Options and Risk Management
Building a Sustainable Business
- Fleet Management business models
- Fleet performance measurement and benchmarking
- Implementing strong risk management policies
- Sourcing, managing and developing people for Fleet Management
- Fleet replacement and disposal.
DAY THREE
Managing Drivers
Linking employee performance to the reward system
- Total competitive compensation structure
- Pay-for-performance philosophy
- Driver and vehicle management
- Motivating and Rewarding Drivers for Optimum Performance
Managing Crisis
Causes of Crisis
- Communication breakdown
1992 - 2013
21 Years
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- Personality clashes and behavioural issues
- Cultural diversity
- Crisis management Styles
i. Avoidance, competing, compromising, accommodating and collaboration
Prevention Techniques
- Mandate of eet operators
- Safety procedures in eet operations
- Passengers safety and safety of loads on vehicles
- Safety packing and safety checklist
- Inspection and safety reports.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
171
OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT
Duration 2 days
July 11 - 12, 2013
November 21 -22, 2013
Focus of the course
Failure to put SMART health, safety and environmental policies and procedures in place could be an expensive mistake.
The illnesses and accidents risked as a result could bring a range of costs, including:
The wages of the person who is injured or ill
The costs of covering their job
Lost productivity caused by inexperienced replacements and disruption to business
Damage to products, equipment or premises
Costs of investigating and correcting the problem
Fines and legal costs if there is a prosecution
Cost of revamping damaged corporate image
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
172
Contents
DAY ONE
Introduction to safety at work
Risk assessment
Accident concepts
Implementation of health and safety in projects
Accident investigation and reporting
HSE Management System (including OHSAS 18001:2007) and
its implementation
Hazard identication and control
Application of job hazard analysis
First Aid and CPR
Fire Safety Management
DAY TWO
Implementing OSH management system for success
Injuries: a matter of probabilities
HSE calculations
HSE performance indicators
Loss time injury frequency (LTIF)
Understanding workplace ergonomics
Workplace interactions
Ergonomic risk factors
MSDs and other common problems
Ergonomics of computer usage
Lifting techniques
Fee: N80.000 VAT Inclusive
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
173
OPERATIONS MANAGEMENT
Duration 3 days
March 13 - 15, 2013
September 11 - 13, 2013.
Be it in manufacturing, services, social or non-government organisation, operations management strategies are the bedrock for
continuity and protability. It deals with the management of the direct resources required to produce the goods and services
provided by the rm.
The concepts of operations and operations management
Operational processes, boundaries of an operations system, interfaces with other functional areas within the organisation
and with its external environment.
Operations Management and Competitiveness, Productivity and Total Quality Management as they relate to
Organisational Performance
What the Course Teaches
Design, selection and process optimisation strategies in manufacturing and service industries.
Capacity planning, factory and service layout.
Project planning and works measurement.
Performance measures and quality control tools.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
174
Inventory planning & management.
Quality system and documentations system.
Control of engineering spare parts.
Contents
DAY ONE
What is Operations Management
Business Information Flow
Who is an Operation Manager
The Transformation Process
Operation management strategies
- Manufacturing industries
- Service industries
- Non-prot organisations
Capacity planning and facilities alignment
Waiting line situations
- Waste minimisation
Project planning and control techniques
- Critical path methods
Project Evaluation and Review Technique (PERT)
DAY TWO
Job Scheduling
Inventory management
Material requisition planning
- Forecasting
Capacity requirement planning
1992 - 2013
21 Years
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- Overall Equipment Efciency
- Capacity utilization
- JIT production system
- Purchases management.
- Warehousing
DAY THREE
Facilities Management
- Facilities Maintenance
Quality Management
- Quality control tools
- Cost of quality analysis
Project Planning and Control Techniques
- Top ten risk factors
Planning and Scheduling
- Gantt Chart
- Program Evaluation and Review Technique
Models of quality management
- Quality evolution
Business management and energetic leadership
- Business Process Management Tools
- BPM Life Cycle
- Energetic Leadership
1992 - 2013
21 Years
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SUPPLY CHAIN MANAGEMENT
Duration 3 days
May 15 - 17, 2013
December 11 - 13, 2013.
By the end of the course, you will be able to:
Know and understand the key supply chain processes and its effect on effective customer service
Know and understand how to explore the key managerial and operational tasks that should be co-ordinated and
controlled to achieve an efcient and effective logistics system
Know and understand new insights into the application of supply chain process
Know and understand how to transform UBA Group's procurement and logistics processes into a competitive
position of the banking business.
Contents
DAY ONE
Understanding Key Supply Chain Management Processes
Customer relationship management
Customer service management
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Demand management
Supplier relationship management
Returns management
Forecasting and Aggregate Planning in Supply Chain
Identifying organisation materials needs and requirement
Ensuring needs matching sourcing
Strategic sourcing.
DAY TWO
Pricing and Negotiation Management in SCM
Market and Economic Analysis
Procurement Pricing, Tendering and Contracting
Strategic Inventory Management
Effective Stores Keeping and Stores Management
Ordering Procedures and Stock Level Management
Inventory Control System
Issuing Processes and Stock Record Management.
DAY THREE
Outsourcing/Partnerships
Procurement outsourcing
Service management
Vendor-managed inventory
1992 - 2013
21 Years
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Performance Measurement in Supply Chain
Supply chain value analysis
The importance of metrics (supply chain performance measures) including chain-wide metrics
Understanding major challenges to effective supply chain management
Variability
Organisation silos
The Bullwhip effect
Trade-offs.
1992 - 2013
21 Years
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179
TOTAL QUALITY MANAGEMENT (TQM)
A Practical Guide for Improving Processes
Duration 2 days
On Demand Only
A two-day training on how quality process improvement works, following an easy step-by-step guide and using real-life
examples. Participants will learn tools and techniques for each step which the entire organization can employ, both for
immediate quality process improvement and for long term opportunities.
Ability to assess strength and weaknesses of the current quality system in the organization, set and meet agreed
quality targets.
Ability to develop new quality management initiatives to increase customer satisfaction.
Ability to work out each task process as links to other tasks as the output of one process forms the input for another.
Contents
DAY ONE
What is TQM
Key Concerns in Total Quality Management
Characteristics of Quality
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21 Years
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Quality and the Customer
Quality as a Journey
Quality Circle (Team)
Quality Improvement
Steps to Understanding TQM:
The principles
Recognising the need to change
Planning the change
The tools and techniques.
What is a Process
A Random Walk through the Organization's Processes:
The input
The value-added tasks
The non value-added tasks
The output.
DAY TWO
Focusing on Process Requirements
Continual Feedback
A Process Improvement Model:
Dening Expectations - customer needs and
expectations
Establishing process measures
Identifying process performance gaps
Setting process improvement goals
Standardizing process and monitoring
improvements.
The PAF (Prevention, Appraisal & Failure)
Model.
Fee: Negotiable
1992 - 2013
21 Years
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181
SELLING SKILLS AND SALES MANAGEMENT
ADVANCED SELLING SKILLS
Duration 4 days
August 20 - 23, 2013
October 22 - 25, 2013
A three-day programme to address how the organization senior sales persons can:
battle successfully for greater share of the customer spend
attract premium customers who trust and remain emotionally attached to the organization's
products/services
maximize volume and achieve organization's objectives fast.
Goals the Training Will Attain
Retain top-of-the-mind visibility with customers and prospects.
Push feverishly to maximize volume sales and achieve organization's objectives immediately after the
training event.
Visibly grow market share.
Raise awareness for the new products among new prospects.
1992 - 2013
21 Years
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Contents
DAY ONE
The 15 Special Selling Skills.
Sales Planning
o Set Objectives
o Identify Customers and Prospects
o Manage Customers and Prospects
o Manage Time
o Evaluate Performance
Sales Enemies to Defeat.
Power of Enthusiasm.
DAY TWO
Customer Pyramid of Wants.
Listening and Questioning Skills.
Objections Handling.
Sales Negotiation Tactics.
Sales Territory Delineation
o Geographic area
o List of nominated accounts.
Sales Productivity Planning
o Call planning
o Call Plan Sheet
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21 Years
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o Territory coverage
o Deal planning
DAY THREE
Maintenance and use of records
o Prospect and Customer Records
o Weekly Activity Record
o Determine areas of opportunity
o To ensure realistic targets are set
o To evaluate the potential of each territory on facts
o To identify the size and types of establishments where the greatest opportunities exist
Financial Responsibility of the Salesperson
3 Pillars Sales, Stocks and Debtors
areas of cost efciency in Sales
Sales Meeting: Touch Points
DAY FOUR
Sales Promotions
Advancing in a Sales Career.
1992 - 2013
21 Years
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BASIC SELLING SKILLS
Duration 3 days
June 12 - 14, 2013
October 2 - 4, 2013
This is a course to expose participants to:
How a business attains top-of-the-mind visibility in trade and outlets.
How to push feverishly to maximize volume sales and achieve the organization's objectives.
How sales efforts grow market share.
Merchandising techniques that ensure the brands are available and effectively presented on shelf for purchase:
- Maximizing on-shelf availability and product visibility.
- Effective product placement.
- Adequate stocking at all times.
Specic Competencies to Which the Trainees Will be Exposed:
o Initiate more outlet contacts and form strong relationships.
o Techniques of analysing what, when, and under what conditions customers and consumers buy.
o Sales promotion tactics and offers that build up volume transactions.
o How to inuence wholesalers and owners of retail outlets by building value that encourages them to believe
1992 - 2013
21 Years
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in the organization's brands.
o How to effectively manage resistance from difcult prospects so as to make successful
sales.
Contents
DAY ONE
The organization Salesperson
basic skills
personal attitudes
personal appearance
vehicle appearance.
The organization Salesperson's Responsibilities
arrival at work
on the road
in outlets.
Route to Market distribution
deliveries
displays
merchandising
selling.
1992 - 2013
21 Years
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DAY TWO
Market Factors competition
wholesaler/retail outlet economic conditions
physical enablers and limitations
Essential Selling Skills
gaining attention
explaining benets
anticipating and overcoming objections
closing the sale
promoting buying habits
promoting consuming habits
prot expectations.
Outlets Sales Model
know the customers
know the consumers
analyse trafc
analyse frequency
analyse transaction size
analyse prot potentials.
1992 - 2013
21 Years
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Merchandising Process
stock of products
levels of brands at back and front of outlet
brands shelf position
DAY THREE
Sales Promotions
Objective
Management
Target
Outlets
Scope
Format
Roles/ Responsibilities
Timing
Cost Elements
Failure Pills for Sales Promotions
1992 - 2013
21 Years
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188
HOW TO FIND AND WIN NEW BUSINESS
Duration 3 days
January 23 - 25, 2013
May 8 10, 2013
October 9 - 11, 2013
Focus of the Course
How to plan prospecting for new customers.
How to position the company and product appropriately to attract the right prospects' desires and patronage.
How to do the prospecting itself.
How to develop useful leads.
How to develop relationship management capabilities.
Contents
DAY ONE
Types of Prospects
Successful Prospect
Prospect with Problem
1992 - 2013
21 Years
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Complacent or Satised Prospect
Negative or Difcult Prospect
Attributes of Excellent Prospects
Planning the Prospecting for New Business
Develop the right objectives.
Identify prospects' real interests.
Prioritize the prospects.
Develop marketing plan.
Leads
Sources of Prospects
Generate useful leads
Find and nurture key contacts.
Managing the new relationship effectively.
DAY TWO
Positioning
Sell your value.
Be rst or create a new category with the prospect.
The R3 winner's formula.
Prospecting
Analyzing your product
1992 - 2013
21 Years
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Analyzing your market
Develop the right objectives.
The conventional tricks: mails, referrals, etc.
More business from known clients.
Prospecting Strategy
Who exactly is my probable customer?
Where is my prospect?
Why may my probable customer buy - Buying Inuences?
Who Constitutes the buying centre?
When does my customer buy?
3 3 3 Analysis
Who is my Competitor?
Who are my non probable customer?
DAY THREE
Opening the First Call
Showing gratitude
Building expectancy
Reversal
Identifying a problem
Make Your Case
Tips on winning presentations
Help your customer/client.
Targeting Large Accounts
Caution on large new accounts prospecting
Critical success factors in managing large
accounts (the 7Cs).
1992 - 2013
21 Years
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MANAGING DISTRIBUTION CHANNELS EFFECTIVELY
Duration 2 days
February 27 - 28 , 2013
July 25 - 26, 2013

Channels must be managed in a coherent manner if the business will achieve increased protability. This programme
will address the skill improvement and tool sharpening requirements of sales and marketing managers so as to
improve overall management of distribution.
Goals the Training Will Attain
During this programme, participants will learn to:
Identify the strategic role distribution management plays in company's business models.
Segment the market for optimal and protable distribution design
Identify gaps in outlets performances
Bring about productive change in channels operations
Effectively identify conicts and develop effective tools for resolving them.
1992 - 2013
21 Years
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Contents
DAYONE
Issues to consider in a channel of distribution
Issues that are critical to effective channel coordination
Optimising dealership and retail structures to meet the end users' demands.
Issues that affect intensity of distribution
Allocating Resources To Channel Members
Assessing Demand Side/Supply Side Gaps In The Current Strategy
Analysing The Channel Gaps
Distinguishing The Demand Side And Supply Side Gaps
Effective Tools To Address The Gaps
DAY TWO
Wholesale And Retail Coordination
Designing Healthy Competitive Programmes For The Wholesalers And Retailers
Harmonizing The Goals Of The Different Channel Members
Providing Of Adequate Knowledge To And Motivating Wholesalers And Retailers
Channel Conict Management
Types Of Channels Conict
Tools For Effective Channel Conict Management
Inuencing Channel Members Behaviour
Antecedents Behaviour And Rewards System
Sources Of Power And Its Usage By Dealers
Doing More With Less Through Partnering.
1992 - 2013
21 Years
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MANAGING THE SALES TEAM FOR RESULT
Advancing Beyond Selling To Managing a Sales Team
Duration 3 days
April 10 - 12, 2013
November 13 15, 2013
This is a programme for managers who are advancing beyond selling to managing sales. It is to raise the prociency
levels of managers who supervise your sales people. It treats the important topics of business skills and management
as desirable for protable sales in a manager's respective territories:
Creating More Customers
Performing for Prot
Ability to agree meaningful standards of performance with the sales team.
Ability to formulate a control system to measure the standards.
Ability to forecast sales.
Ability to inuence prot.
Ability to motivate the salespeople to keep to sales budget.
1992 - 2013
21 Years
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Ability to improve salespeople's use of time they allocate to key areas of their territories and customers.
Ability to motivate and delegate effectively.
Contents
DAY ONE
The Job of a Sales Team Lead
Transition into managerial role
What's special about you as a Sales Team Leader
Goals a manager pursues
Team management skills
Communicating effectively.
DAY TWO
Business Development Priorities
Setting targets for sales team
Field work, coaching and counseling
Territory development and management
Personal Effectiveness
Organizing sales conference
Sales Meeting: Touch Points
Controlling the sales team
Field coaching and counseling
Field report writing.
1992 - 2013
21 Years
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Motivating the Sales Team
Why motivate?
Factors affecting motivation
Inuencing styles.
DAY THREE
Coaching Skills
Probing a sales situation
Problem solving
Generating options
Sales strategy/tactics
Coaching and mentoring skills.
Management and Leadership Skills
Use of powers conferred on the Sales Team Lead
Success guide.
1992 - 2013
21 Years
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SELLING HIGH STAKE PRODUCTS
Duration 3 days
February 13 - 15, 2013
December 11 - 13, 2013
Programme Overview
To deliver to premium segments of the market, a sales and marketing team will have to keep putting a lot of
imagination into what they do. The techniques for developing new imagination to break into government sector or win
professional speciers favour, accompanied by the tools for implementing them, are what this course will teach the
delegates. They will have an intense three-day selling training to drive the market through:
achieving visibility with governments, professional speciers, wholesalers and distributors, retailers
maximizing volume delivery and achieving company's objectives fast
growing market share for the brands
initiating more contacts and form strong relationships in governments and among professional bodies like
engineers, architects, computer programmers, surveyors, contractors.
qualifying prospects in both government and private sectors by performing analysis on what, when, and under
what conditions they will buy
effectively applying sales literature/brochures, promotional incentives, tactics and offers for specic new
transactions with public and private customers and prospects.
1992 - 2013
21 Years
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CONTENTS
DAY ONE
Route to Market
Market Factors
competition
professional speciers conditions
physical enablers and limitations
How to do Stakeholder Analysis
o Who should I sell to?
o Who should I convince?
o Who should I appease?
Getting the Company's Products Adopted
o Identifying innovator and visionary buyers
o Identifying and managing early pragmatic buyers
o Winning the late majority buyers.
DAY TWO
Managing Marketing Difculties
o Picking relevant and timely information from the market
o Customer problems to solve
o Product problems to mitigate
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o Relational problems to mitigate
o Fighting price wars
o Company Reputation issues to manage
o Gaining prospects and customers trusts
o Handling bad reports and reviews
Working with the 3A =3P Model
o Salesperson's availability - Market presence/pervasiveness
o Product acceptability - Customer/Prospect's preference
o Price affordability - Customer/Prospects value
perception
Salespersons Competence
o Self motivation
o Product knowledge
o Market knowledge
o Industry/Competitor knowledge
o Presentation skills
o Negotiation skills
o Objections handling skills
o Closing skills
o Mastering time
o Managing relationships.
1992 - 2013
21 Years
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DAY THREE
Sales Planning
o Deciding objectives
o Setting targets and milestones
o Critical results areas
o Managing dependencies.
Mastering Time
o Territory planning
o Travels management
Market Reports.
1992 - 2013
21 Years
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200
PHARMACEUTICALS MARKETING
EXCELLENCE IN HOSPITAL SELLING &
PROMOTIONS
Duration 3 days
March 26 28, 2013
Course Objectives
understanding the roles of the varied hospital departments in
the selling process
get conversant with hospital tendering process
mount effective exhibition and display promotions
master the skills for managing long sales cycles
develop winning group presentation skills.
Contents
DAY ONE
what differentiate hospital selling from other outlets selling
how the hospital purchasing system works
critical buyer roles in the hospital environment
hospital management information system
customer personalities proling
DAY TWO
the project system mounting a clinical project
clinical trials and drug experience programmes
tenders and tendering
medical information centres, exhibitions and
displays
working with the hospital pharmacy.
DAY THREE
presentation skills
inuencing skills
organizing internship for hospital reps
the winning edge concept.

1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
201
PHARMACEUTICALS MARKETING
MEDICAL SALES REPRESENTATIVES TRAINING COURSE
Duration 2 days
August 29 30, 2013
This programme provides medical sales training to fresh and young medical sales and representatives - Ethical sales
representatives, Medical Delegates, Medical Device (Equipment) representatives, etc. who interact with the Health Care
industry, corporate health institutions and the Nutrition industry.
It gives participants the opportunity to practice specic skills, benchmark their approach against global medical
marketing best practice and achieve results from different experiential situations.
The Benets
Reps with enhanced detailing and sales skills unlock the kind of advantage and enhance relationships that drive
protable growth. Best practice techniques and tools will be provided which can be applied immediately in the
workplace.
1992 - 2013
21 Years
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Contents
DAY ONE
Introduction to Medical Sales
Medical Sales Representatives Code of Conduct
Medical Detailing
Effective e detailing
E mail marketing
DAY TWO
Ethical Drug Promotion
Drug Sample Management
Key Opinion Leader Management
Medical Science Liaisons
Medical Sales Territory Planning and Management
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
203
COMPUTER TRAINING
MS EXCEL APPLICATION
Duration 3 days
On Demand Only
Course Objectives
Have a comprehensive knowledge of MS Excel.
Use MS Excel to increase productivity.
Get the best practices for data management.
Understand strategies for effective collaboration through document sharing.
Use MS excel to master problem solving competencies.
Contents
DAY ONE
Getting Started
Create a Workbook
Enter Data in a Worksheet
o Single cell
o Range of cells
Column Width and Row Height
1992 - 2013
21 Years
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Merge Cells
Split Cells
Format Spreadsheets
Wrap Texts
Cell and Text Colouring
Chart Data
DAY TWO
Create a Formula
Create a Pivot Table Report
Add Fields to the Pivot Table Report
Use a Function Formula
DAY THREE
Column Charts
o Clustered column
o 3D column
Line Charts
o Line with markers
Pie Charts
Bar Charts
Fee: Negotiable
1992 - 2013
21 Years
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205
ADMINISTRATIVE FUNCTIONS
AND OFFICE MANAGEMENT
Duration: 5 days
May 20 - 24, 2013
August 19 - 23, 2013
November 18 - 22, 2013
A training to deliver the requirements of Administrative Staffs, so they are brought up-to-date with what is expected
of them at all times. The contents will make administrative staff to be highly procient in their business support
functions.
Contents
Routines of Administrative Ofcers
o Telephone Usage
o Mail Services and Deliveries
o Keeping of Accurate Records
Provision of business and logistic supports to senior executives
ABUJA OPEN PROGRAMMES
1992 - 2013
21 Years
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Getting organized and setting priorities
Managing self for effective Time Use
Managing the Boss
Communicating effectively Written and Oral
Government and Community relations
Work ethics and personal commitments.
Records Management and Good Memory
o Documents Management
o Mails Handling
o File Management
o Information Retrieval
Maintaining Cooperate Secrecy & Condentiality
Overview of Financial Administration
Travels and Protocol Management
Health and safety issues
Workplace behaviours and comportment
o Interpersonal skills
o Grooming and personal carriage.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
207
ATTENTION-GRABBING PRESENTATION
& PUBLIC SPEAKING SKILLS
Duration 3 days
July 17 19, 2013
November 20 - 22, 2013
The training addresses
1. proposals presentation
2. reports presentation
3. public speaking.
Participants also practice
1. technical lecture
2. special speaking situation
3. motivational speaking.
Condence in handling presentations.
Condence in mounting a podium.
Planning for presentation the roles, the cues and the equipment.
1992 - 2013
21 Years
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Exploiting the secrets of great presenters and public speakers.
Ability to ght off stage fright.
Adept at asking for and get the desired decision.
Using the three dimensions to obtaining favourable audience decisions the who, the criteria, the time.
Contents
Central Competence
Factors that must be considered before presenting to an audience
Opening style
Holding attention
Audience concentration curve
Watching out for interests the peaks and the lows
Eye contact
Gesticulations
Stage management
What is your USP?
Presentation tool - everything counts
Do sweat the details
Final count down
Show time
Managing stage fright
1992 - 2013
21 Years
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Public Speaking
What every Public Speaking should include:
informative
persuasive
Report/Proposal Presentation
Relevant Audio-Visuals Aids
Seeing is Believing
Speaker Gains
Presentation Aids technical considerations
Body Movement and Stage Management
Time Management
Tricks Round Stage Fright
Business Pitch
Overview of a Presentation that Grabs
Who are the Players?
Your Presentation Objective
Simple 3 Step Approach
Sales Presentation
How to be persuasive and lead a potential buyer to
purchase a product or service.
How to discover the true purchase authority.
How to focus the sales presentation on the central
authority.
How to clearly demonstrate that the presenter's
offering surpasses other options available.
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
210
BECOMING AN EFFECTIVE SUPERVISOR
Duration 5 days
May 20 - 24, 2013
August 19 - 23, 2013
November 18 - 22, 2013
This is a programme that will make participants to:
transit from team member to team supervisor
develop key supervisory behaviour skills
practice how to link daily activities of their subordinates with set business direction
learn how to recognise, stimulate and develop high professional qualities in others
manage the tricky liaison between subordinates and senior management.
Ability to provide direction and decision for team members.
Ability to delegate assignments to others.
Ability to observe subordinates undertake tasks and provide appropriate feedback.
Ability to encourage others to participate in team decisions and focus efforts on overall group objectives.
1992 - 2013
21 Years
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Contents
Challenges of a Supervisor
Goals of a Supervisor
Motivate, Coach and Develop Others
o Communicate the way a leader should
o Decide when to supervise, decide when to lead
Have a coach or mentor
Be a coach or mentor to someone.
Focus on Performance
o Focus on making the organization what it should become
o Enhance your knowledge so as to guide others
o Agree priority and measurable performance criteria
o Raise the performance bar.
o Check for understanding and commitment.
Support/Build Shared Vision
o Understand the organization's vision.
o Align self and subordinates to the organization's vision.
o Lead and execute change
Maximize Business Opportunity
o Appreciate competition imperatives and strong cash generation.
Key Success Factors for a Supervisor
Supervisor's Self-Management
A Supervisor's Gains
1992 - 2013
21 Years
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212
EXCELLENT WRITING & COMMUNICATION SKILLS
Duration: 5 days
May 20 - 24, 2013
November 18 - 22, 2013
This course focuses on making delegates to become excellent in workplace communication using a variety of media that
they should master if they plan to succeed in their career.
Use of the English language ability to read, speak and write excellently in English, the ofcial language for
business and public service.
Writing memos, letters, reports, proposals excellently by presenting their contents with mechanical precision.
Organizing thoughts clearly before communicating.
Practicing communication styles that are clear, concrete and courteous.
Ability to use the English language respectably written or spoken.
Ability to persuade and convince others in ways that obtain agreement or approval on views, proposals or reports
communicated.
Ability to blend well in an environment of cultural diversity.
Negotiation skills ability to present ideas, inuence and convince others on negotiated ideas.
1992 - 2013
21 Years
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Contents
The Challenge of Communicating Effectively
The business case
Communication and culture.
Why effective communication is important to success in business
o decision making and problem solving
o stronger business relationships
o enhanced image for the employee and the organization.
Variety of communication
Face-to-face
On the phone
In writing
Writing Guidelines
Essence of effective business writing
Planning the writing
Organizing thought and data before writing.
Doing the Writing
Word usage
Common errors in our use of English by Nigerians
Word economy.
1992 - 2013
21 Years
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Editing techniques
Writing Minutes of Meetings
Minutes what it is
what it is not
Types of Minutes
Minutes Format
Executive Summary
The Purpose of An Executive Summary
Main Stages & Techniques of Summarization.
Types of Summaries
Qualities of An Effective Executive Summary.
Formatting the Writing
Style and tone
Paragraphs
Headings.
Body of Letters
Salutation
Body of letter
Complimentary closure.
Types of Report
Information/investigation report
Progress Report
Formal Reports
Informal Reports
ISPRA and ISOPADA formula
The Need-to-know vs. Nice-to-know reports
Tips for Effectively Delivering a Message
Active and Passive listening
empathetic listening process
Body Language the nonverbal communication
o facial expression
o gesture and posture
o personal appearance.
Career advancement through effective communication
o organizing ideas and information logically
o expressing ideas and information coherently
and persuasively
o listening to others effectively
o giving and receiving constructive feedback
o sensitivity to cultural diversity in the
workplace
o using communication technology efciently
o demonstrating a civilized manners
o sensitivity to ethics.

1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
215
ABUJA OPEN PROGRAMMES
RELATIONSHIP MANAGEMENT & MARKETING
Duration 4 days
August 19 - 23, 2013
Course Objectives
Gain high valueadded contacts and businesses.
Integrate selling techniques with relationship management strategies.
Align marketing strongly in all departments.
Track relationship management results.
Utilize marketing and relationship management skills for renewed advantage.
Contents
Why relationship marketing?
Marketing is everyone's job
Account Strategy
o Account Mission Statement
o Account Goals
o Product Volumes
o Revenue Targets
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
216
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
217
o Resource Decision
Relationship Strategies
o Customer Targeting
o Key Events
Measurement Guides to Assess Relational Depth
Working as a Team
Relationship Capabilities
o Proling Key Businesses
o Long Prospecting Cycles
o Customer Service Cycle
o Managing Difcult Accounts
Objectives of the Relationship Manager
Key Responsibilities of the Relationship Manager
Work Values of the Relationship Manager
Social Values of the Relationship Manager
Personal Selling Results
o High-Performance Selling
o The World-Class Marketer
o Selling v. Marketing
Ways to Keep Your Customers for Life
o Short/long term opportunities
o Key players/priorities/politics
o Areas of weakness/vulnerability
o Economics of the business
Conducting a Relationship Audit
o Evaluating The Partnership
o Account Contacts
o Level of Trust
o Sharing of information
o Knowledge of Lifestyle/Social Contact
What A POOR RELATIONSHIP MANAGER looks like
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
218
TOM ASSOCIATES PROGRAMME FACILITATORS IN 2012
The following Professionals developed courses for, and trained in, Tom Associates
Programmes in 2012:
1. ABAYOMI ODUWOLE
2. ABIODUN ODEYEMI
3. ADETAYO ABIOLA
4. ADEWALE JONES
5. ADEREMI ADESOKAN
6. BABAFEMI O. OLABIYI
7. BENSON OLUBODUN
8. BOLA BILESANMI
9. DAVID ALABI
10. DAN IGBOKWE
11. DAPO OMOLADE
12. DARE AJIBOYE
13. DARE LAWAL
14. EMMANUEL ABOLARINWA
15. EKERETE GAM-IKON
16. FEMI AKANDE
17. FEMI ADEDUGBE
18. GABRIEL SOLEYE
19. GARBA DONLI
20. GBEMI ONAKOYA
21. GEORGINA EZEKWEM
22. HABILAH AMOS
23. HANNAH OYEBANJO
24. IPADEOPLA H. ABIODUN
25. JAMIU BADMOS
26. JOHN EMO AYETAN
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
219
27. JOHNSON AJILEYE
28. JOYCE JAFOJO
29. KAYODE AKINSOLA
30. KAYODE YUSUFF
31. KINGSLEY ANYANWU
32. KOLA ADEWALE
33. LAYI ABIDOYE
34. LEKE BABALOLA
35. LEKE OLORUNFEMI
36. MAXWELL UBAH
37. MORENIKE OMAIBOJE
38. MOSUN YUSUF
39. MUFTAU OYEGUNLE
40. OLATUNJI AKANBI
41. OLAWANLE MORONKEJI
42. OLUNAIKE GERRARD
43. OLUSEGUN ADEWUMI
44. PASCAL EBHOHIMEN
45. PIUS ISIEKWENE
46. SAKA GBADURA
47. SHADE MABADEJE
48. SAMUEL K. AYEGBUSI
49. SUNDAY DANIELS
50. TAIRU NAJIM
51. TAIWO OGUNDIPE
52. TAYO KOLADE
53. TAYO OLOWOLA
54. TONY OKOGWU
55. TOYIN BENSON
56. TUNDE SALAWU
57. VALENTINE EZE
58. WALE ABE
59. YAKUBU MOSURO
1992 - 2013
21 Years
Tel: 08033019120, 08033053518, 08034064263, 07032252123, 08065293674 08178591654
220

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