Description

This training, aimed at business managers and business engineers, aims to develop commercial, behavioral and technical skills. Mastery of these 3 dimensions is essential for the success of business managers who sell on quotation. But, ultimately, what is a deal? It is an operation which consists of studying, selling and producing for a client a specific product or service, which did not exist until now in this form, or in this context. This definition contains the seeds of all the skills that a business engineer will have to mobilize to achieve his goals: working for a client, and in contact with a client, within the framework of a sales contract; the creation of a product or service which did not yet exist, and for which an internal project organization will undoubtedly be necessary; the ability to anticipate how the deal will unfold and identify potential risks to avoid unpleasant surprises, for the client and for the profitability of the deal. Business managers are on the front line, from taking into account the signed contract to receiving a successful deal for the customer, a guarantee of loyalty. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

For whom ?

Business manager, business engineer or business manager. Project manager who will have to work with the business engineers of his suppliers and who wishes to understand their operating methods. Works supervisor and site manager.

Prerequisites

Training objectives

Identify all the components of a business to achieve both customer and company satisfaction.

Apply the methods and tools of preparation, conduct and management in order to permanently control the progress and good final execution of the business .

Manage customer relations in business in order to guarantee customer satisfaction while preserving your own interests.

Training program

• Take charge of the matter
  • Analyze the contract and measure the risks.
  • Formalize the scope resulting from the negotiation of the deal.
  • Scenario Case study: analysis of 'contract.
• Organize and prepare the progress of the case Break down the case using the task organization chart.
  • Plan the deal: PERT and GANTT.
  • Develop the reference budget for the deal.
  • Launch the deal.
  • Scenario Case study: organization of the case.
• Lead, control and manage the business
  • Measure the progress of the deal, its cost to completion, its margin and its cash flow.
  • Control the scope of the deal, its developments.
  • Follow the start-up, reception and lifting of reserves.
  • Scenario Case study: management of the case.
• Manage customer relations within the framework of the contract Building relationships based on trust. Propose amendments that provide value for the customer. Manage disagreements with the client. Establish a complaints file.
  • Scenario Case study: modification of the contract.
• Close the case
  • Complete the deal well.
  • Write the end of deal report.
  • Capitalize on know-how.
  • Implementation situation Case study: case closed.
• Remote activity
  • To benefit from the contributions of an expert on a theoretical or practical point: a
  • expert 'The fundamental tools of project management'.