Description
Becoming a boss, in most cases, means leaving operational management (technical, commercial, administrative) to become a manager capable of leading the company on the path to development. The boss of an SME must face a multitude of missions and implement varied skills to exercise several management functions at the same time. He must therefore develop true versatility to effectively manage his business and engage men and women. This is the purpose of this training cycle.
Who is this training for ?
For whom ?Manager or future manager of an SME or subsidiary who wishes to acquire or structure their knowledge and strengthen or complete their skills.
Prerequisites
Training objectives
Training program
- Acquire strategic analysis methods, establish the strategic plan for your unit
- Acquire strategic analysis methods, establish the strategic plan for your unit
- External analysis, opportunities and threats
- Prospective: PESTEL. Life cycle of the sector or product.
- The sector of activity: PORTER matrix.
- Key success factors of the profession.
- Positioning of competitors.
- Internal analysis:
- strengths and weaknesses Strategic segmentation: DAS.
- Attractions and strengths of DAS. Value chain analysis.
- The company's key skills.
- Determine the company's strategic choices From the audit
- EMOFF to strategic choices.
- Missions, vision. The 3 strategies of PORTER.
- Development strategies: growth, diversification, blue ocean.
- Marketing at the service of customer value analysis
- Identify customers who provide value.
- Understand what customers value.
- Innovation policy, digital disruption
- Create an innovation system open to the outside world.
- Integrate digital disruption into your activity.
- Scenario Real cases from different sectors 'activity.
- Commercial strategy
- Develop the commercial action plan: evaluate potential by market, by sector, by customer segment; segment the customer portfolio with the cross-ABC tool; optimize marketing solutions; define the pricing policy.
- Sales productivity tools: define the most effective distribution channel; build your sales force: own, multi-card, sedentary, telesales, etc.; dashboards and monitoring tools; measure the 'effectiveness of the sales force.'}
- Financial policy
- Financial logic of the company.
- Carry out a financial analysis of your company: activity, profitability, cash flow, financial balances, profitability.
- Causes variation in profit.
- Identify how to resolve cash flow crises.
- Structure, cash flow, debt ratios, coverage of financial costs.
- Importance of free cash flow.
- Remote activities To appropriate the contributions of an expert on a theoretical or practical point: an expert
- 'Managing performance: approach and tools'; an expert 'Implementing financial policy'.
- Enhance your leadership qualities
- The basics of trust.
- Understand the functions of leadership.
- Evaluate your leadership skills.
- Develop your leadership skills
- Assert yourself through your presence.
- Assume your choices and your determination.
- Listen to understand.
- Dare to speak clearly and truthfully .
- Facilitate membership through attitude
- Remove your personal resistance.
- Explore your relationship profile.
- Use the psychology of relationships.
- Implement your own leadership style
- Build on your strengths.
- Identify your areas of progress.
- Define your development project.
- Scenario Upstream reflection work, role-playing, circular feedback, scientifically validated element B (R) test.
- Remote activity
- To benefit from the contributions of an expert on a theoretical or practical point: an expert on 'Financial management of the company'.
- Manage financial policy
- Reconcile financial performance and shareholder policy.
- Develop a cash culture. Build balance: equity, FR, WCR, debt.
- Explain a policy operational profitability, investment, external growth. 2 - Manage performance Build and use your business plan. Choose and control costs. Manage the budgetary process: financial, commercial aspects. , key processes, HR and innovation. PART 5: Key skills in social law and human resources management (2 days) 1 - Legal framework for Human Resources Knowing and anticipating the social risks of the manager. personnel (IRP). Modify or terminate the employment contract. 2 - Make HR management a performance factor What missions for HR management? Evaluate the social climate: the collective dimension of motivation management. Appreciation: how to evaluate performance. Link remuneration to performance and its appreciation. How to make training a lever for performance. Make GPEC a performance lever. Supporting change: how the manager must anticipate it and get involved in it. Scenario Exercises: Scenarios, analysis of case law. Evaluation of acquired knowledge
