Jul 232020
 

Image from BSAVA Companion magazine reproduced with permission

BSAVA Governance Review

Introduction

The British Small Animal Veterinary Association (BSAVA) is a membership organisation representing just under 12,000 veterinary professionals working in the areas of small animal medicine and surgery whose vision statement is “To be the professional association of choice to inform, support and engage the small animal veterinary community”.

Their Mission Statement states that BSAVA “exists to promote excellence in small animal practice through education and science” – to achieve this, the Association:

  • Encourages veterinary surgeons and nurses to develop their professional skills
  • Runs numerous continuing education courses and seminars throughout the UK
  • Hosts the biggest annual small animal conference in the world, attracting over 7,000 delegates
  • Publishes books, manuals, podcasts and videos on a diverse range of small animal topics
  • Publishes the monthly Journal of Small Animal Practice
  • Maintains contacts with small animal practitioners through the Regional Officers, who organise local CPD meetings
  • Through its charity, PetSavers, funds clinical investigations into the diseases of companion animals
  • Provides a forum for the discussion of issues of importance to veterinary surgeons and nurses in small animal practice and submits evidence on their behalf to the British Veterinary Association and the Royal College of Veterinary Surgeons as well as to government departments
  • Liaises with other veterinary professionals through regular meetings
  • Represents member interests internationally through various European and world small animal organisations

Background

BSAVA is a Company Limited by Guarantee (CLG) and a registered Charity.

In December 2015, BSAVA Trustees started a review of the governance of the Association regarding company and charity law, the UK Corporate Governance and Charity Governance Codes, and best practice in the governance of charitable membership organisations.

How was BSAVA being run?

At the heart of the Association’s governance structure was a Council consisting of 30 director/trustees who formed the constitutional board of the CLG and met 3 times a year. Day-to-day governance was devolved to the Association’s elected Officers who formed what was known internally as the ‘Board’ which met 10 times a year.

Council and Board were supported by several volunteer technical and regional committees which met individually 3 times a year with their Chairs meeting together 3 times a year as the Advisory and Management Committee.

A simplified diagram of the structure is shown below:

Courtesy of BSAVA Companion Magazine

Why did BSAVA need to change?

BSAVA had been aware for some time that its organisation lacked a certain amount of flexibility and accountability. The changing demographic, work pressures, client expectations, corporatisation, technology and Brexit, were all putting pressure on the profession and the Association. BSAVA was responding to those changes with many initiatives, such as the BSAVA Library digital platform, but organisational changes were also needed. For example, compared with other similar organisations, the board of directors (Council) was far larger than normal and met too infrequently for the effective delivery of the Association’s aims.

The BSAVA Governance Review

Excellencia’s Chief Executive, David Doughty, was appointed as BSAVA’s Governance consultant in November 2015, to review the Association’s structure and function, propose various options for change, facilitate selection of the optimal option by Council, and oversee the legal changes which had to be made to the constitution and the permissions which had to be obtained from the Charity Commission.

The project objectives were as follows, To:

  • Create a simpler, clearer and more agile governance structure;
  • Ensure the function of the groups within the Association with a governance remit reflects the governance structure defined in the articles;
  • Ensure there is no negative impact on accountability and transparency;
  • Remove the requirement for Council members to be Director/Trustees;
  • Create a diversity of volunteer roles with a reduced time commitment to ensure volunteer roles on Council and Chairs of working committees are more accessible to a wider pool;
  • Provide greater representation of the membership through the Council Representatives role;
  • Use the opportunity to remove contradictions and inconsistencies between the Articles of Association and the Rule Book

What form did the review take?

Initial findings of the review were presented to Council who agreed that changes were required in order to make the structure more effective in relation to strategy development and operational management. Several typical governance models were presented for consideration and two models were selected that most closely reflected the current governance arrangements and two working groups were established to explore these options in more detail. These groups reported back to the November 2017 Council with recommendations on the most effective solution to meet the Association’s needs.

Following the November 2017 Council, the discussions about the working groups’ recommendations were widened to include Regional Forums and BSAVA staff. The Professional Associations Research Network (PARN) were also engaged to provide an independent review of possible governance structures from a membership organisation perspective.

As a result of this consultation the working group developed a more detailed recommendation for the structure of Council and Board, based on the 2 tier Non-Executive option, which closely aligns with the PARN “cupped hands” model which they strongly recommend in their report.

This model has now been implemented through the AGM approval of the Articles and Rule Book in April 2019 followed by a 12-month implementation and review phase monitored by Board and Council to ensure the agreed objectives are met.

How is BSAVA run now?

Courtesy of BSAVA Companion Magazine

The BSAVA board of director/trustees is now much smaller and is overseen by a Council of members’ representatives.

The new Board consists of six elected officers (veterinary volunteers) and at least two non-veterinary directors: an external Non-Executive Director, who provides expertise on strategic development, and the Chief Executive Officer.

The role of the Board is to focus on the strategy of providing BSAVA members with gold standard resources in small animal clinical education and science. The role of Council is to deliver the views of the members to the Board.

Council nominates the officers for election by BSAVA members at the Annual General Meeting.

The new Council meets 3-times a year and consists of 17 members

These changes will allow the BSAVA to adapt more rapidly to a profession that is altering itself in the face of a swiftly changing world. They will also allow members to volunteer to a high level within the Association without the responsibility of becoming a company director and charity trustee.

Jul 032020
 

directors duties roles responsibilitiesThe Director’s duties, roles and responsibilities course provides an essential overview of what is required of a company director together with practical steps that can be taken to ensure that the demands are complied with.

This half-day course is aimed at aspiring or newly appointed directors and covers key knowledge about legal duties, roles, responsibilities, strategy and corporate governance that are key foundations for an effective board appointment. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

Who should attend?

Aspiring, newly appointed or current directors of companies including owner-managed companies or family businesses in the private, public and voluntary sector.

What to expect?

  • An in-depth view of the key duties, roles and legal responsibilities of directors, corporate governance and the role of the board
  • An appreciation of the crucial differences between management, direction and ownership
  • Practical guidance on avoiding or dealing with conflicts of interest

Course objectives

Participation on this course will provide you with the knowledge to:

  • Clarify the board’s role, purpose and key tasks
  • Understand the legal status of a company
  • Understand the roles directors play and key director relationships in different types of company and context
  • Examine the board’s corporate governance role
  • Define the legal duties and liabilities of individual directors and the board

Course Leader:
David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here:

Key Details

Duration: 1/2 day
10:00am to 3:00pm
Location:
Zoom Video Conference

Price
£250.00 (ex VAT)
Payment with Booking Price £220.00 (ex
VAT)
Partner Discount Price £195.00 (ex VAT)*

Book Now

To see course dates and to book your place now follow this link:
Course Registration

The fee includes refreshments and a copy of the course handbook

Attendance counts as 4 verifiable CPD hours of structured learning

*Discounts on Excellencia course fees are available for:

Jul 032020
 

Find out how you can obtain a Non-Executive Director position by booking a place on this interactive 1-day video course.

non-executive director“This course is a must for any aspiring NED and even established NED’s as a refresher. The content and its delivery were well paced, informative and challenging in equal measures, led by a seasoned expert who’s capabilities provide a wealth of knowledge to be drawn upon. Incredible value for money and should be part of a suite of courses leading to a more formal qualification for aspiring NED’s. 100% recommended, you will not be disappointed.”

Jon Cross, Managing Director at Essenjay Associates Ltd

The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge.

This one-day interactive course is aimed at aspiring NEDs and covers essential knowledge about roles, responsibilities, strategy and corporate governance that are key foundations for a Non-Executive board role. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

This is followed by practical sessions on identifying NED opportunities, the process of obtaining a first appointment and performing due diligence before any position is accepted. There is emphasis on the importance of presenting your experiences with clarity and relevance.

This course identifies the various ways and circumstances in which non-executive directors can make an effective contribution to a board’s work. It also examines methods for their selection and reviews their motivation, induction and reward.

Who should attend?
Individuals who are currently a non-executive director; those seeking appointment as a non-executive director and those looking to appoint a non-executive director.

What to expect?

  • Clarifies how and why non-executive directors can strengthen a board
  • Provides practical guidance on how best to secure an appointment as a non-executive director

Course objectives
Participation on this course will provide you with the knowledge to:

  • Clarify the board’s role, purpose and key tasks
  • Appreciate the contributions that non-executive directors can make to the board in different types of company and situations
  • Recognise the qualities and experience needed to fulfil a non-executive director appointment
  • Appreciate appropriate methods for finding, selecting, appointing and rewarding non-executive directors
  • Understand the preparation required to interview for or be interviewed for the post of non-executive director

Course Leader: David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here: (https://uk.linkedin.com/in/daviddoughty)

Key Details
Duration: 1 day
Location:

Zoom
Video Conference

Price
£350.00 (ex VAT)

Payment with Booking Price

£320.00 (ex VAT)

Partner Price*
£295.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:

Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning


*Discounts on Excellencia course fees are available for:

Jul 012020
 

As a director how comfortable are you with company finance?

financial-documents1000

Are you confident in your ability to understand the three core elements of Management Accounts:

  • Cash Flow?
  • Profit and Loss (or Income and Expenditure)?
  • Balance Sheet?

Do you understand Forecast/Budget, Actuals and Variance reports?

Do you know how to use Key Ratios to evaluate your company’s performance?

Do you know if you are trading whilst insolvent?

This half-day course will provide the essential knowledge of those key financial issues and concepts that are needed by successful Executive and Non-Executive Directors in order to discharge their duties and responsibilities as a company director. The completion of this course will provide a good grasp of the key elements of Management Accounts and Statutory Financial Accounts. It will also provide a sound theoretical financial knowledge base upon which to build and acquire new and more advanced financial skills.

Who should attend?

Executive and Non-Executive Directors, senior executives or aspiring directors looking to understand more about company finance.

Course Content

  • The Three Key Financial Statements
    • Cash Flow Statements: Importance of cash flow and Impact of credit and credit control, Problems affecting cash flow, Dealing with Debtors and Creditors
    • Profit & Loss Account, Types of profit, and Layout & use of the profit & loss account
    • Balance Sheets: Assets; Liabilities; Net current assets, capital employed and how to interpret the information;
  • Revenue and Capital Expenditure
    • What are Capital and Revenue Expenditure
    • Phasing of capital spend and its Implications for budget holders
  • Depreciation; Assets and liabilities
    • What is Depreciation?
    • The Different types and uses
  • Forecasts and Budgets
    • The purpose of forecasts for the business
    • Budget objectives
    • Budgetary Control as a management tool
    • Variance analysis
  • Using Ratios to Support Investment Decisions
    • Return on Capital Employed (ROCE); Payback; Internal Rate of Return (IRR); Net Present Value of assets (NPV)
    • Investment decisions and Return on Investment (ROI); Cost of capital
    • Gearing, is the level of borrowing too risky?
    • Liquidity, could the company hit cash flow problems?
    • Profitability, how well is the company doing?

Learning Objectives

This half-day course enables participants to understand better, the key attributes and approaches that underpin a strategic and tactical financial approach to management and help to develop the key skills and styles that will allow participants to be more effective when adopting and applying a decision making approach to management.

By the end of this training course participants will be better able to:

  • Read, analyse and interpret any set of Financial Statements, including the Balance Sheet, the Profit & Loss Account and the Cash Flow statements
  • Understand and quantify the impact of the fundamental accounting concepts and the chosen policies upon any set of accounts
  • Recognise and understand the underlying impact of the generally accepted accounting principles and policies on any Balance Sheet and Profit & Loss Account
  • Understand the key differences between statutory published accounts and the internal monthly management accounts
  • Identify and discuss the key financial issues facing an organisation
  • Understand the wider commercial impact of any business decision and its interaction with non-financial aspects of the organisation, enabling you to make a better contribution to key discussions and decision making amongst managers and within the organisation
  • Understand the basics of budgets and the implementation of budgeting processes
  • Value any business using commonly used and widely accepted valuation techniques such as Net Asset Value, Enterprise Value and EBITDA
  • Communicate more effectively and easily with Finance Directors, and other Finance professionals; through an in depth understanding of financial terminology, management and evaluation techniques.

Course Leader:
David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here:

Key Details

Duration: 1/2 day
10:00 – 15:00
Location:
Zoom Video Conference

Price
£250.00 (ex VAT)
Payment with Booking Price £220.00 (ex
VAT)
Partner Discount Price £195.00 (ex VAT)*

Book Now

To see course dates and to book your place now follow this link:
Course Registration

The fee includes refreshments and a copy of the course handbook

Attendance counts as 3 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others.  After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.

*Discounts on Excellencia course fees are available for:

Jun 262020
 

directors duties roles responsibilitiesThe Director’s duties, roles and responsibilities course provides an essential overview of what is required of a company director together with practical steps that can be taken to ensure that the demands are complied with.

This half-day course is aimed at aspiring or newly appointed directors and covers key knowledge about legal duties, roles, responsibilities, strategy and corporate governance that are key foundations for an effective board appointment. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

Who should attend?

Aspiring, newly appointed or current directors of companies including owner-managed companies or family businesses in the private, public and voluntary sector.

What to expect?

  • An in-depth view of the key duties, roles and legal responsibilities of directors, corporate governance and the role of the board
  • An appreciation of the crucial differences between management, direction and ownership
  • Practical guidance on avoiding or dealing with conflicts of interest

Course objectives

Participation on this course will provide you with the knowledge to:

  • Clarify the board’s role, purpose and key tasks
  • Understand the legal status of a company
  • Understand the roles directors play and key director relationships in different types of company and context
  • Examine the board’s corporate governance role
  • Define the legal duties and liabilities of individual directors and the board

Course Leader:
David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here:

Key Details

Duration: 1/2 day
10:00am to 3:00pm
Location:
Zoom Video Conference

Price
£250.00 (ex VAT)
Payment with Booking Price £220.00 (ex
VAT)
Partner Discount Price £195.00 (ex VAT)*

Book Now

To see course dates and to book your place now follow this link:
Course Registration

The fee includes refreshments and a copy of the course handbook

Attendance counts as 4 verifiable CPD hours of structured learning

*Discounts on Excellencia course fees are available for:

Jun 102020
 

Find out how you can obtain a Non-Executive Director position by booking a place on this interactive 1-day video course.

non-executive director“This course is a must for any aspiring NED and even established NED’s as a refresher. The content and its delivery were well paced, informative and challenging in equal measures, led by a seasoned expert who’s capabilities provide a wealth of knowledge to be drawn upon. Incredible value for money and should be part of a suite of courses leading to a more formal qualification for aspiring NED’s. 100% recommended, you will not be disappointed.”

Jon Cross, Managing Director at Essenjay Associates Ltd

The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge.

This one-day interactive course is aimed at aspiring NEDs and covers essential knowledge about roles, responsibilities, strategy and corporate governance that are key foundations for a Non-Executive board role. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

This is followed by practical sessions on identifying NED opportunities, the process of obtaining a first appointment and performing due diligence before any position is accepted. There is emphasis on the importance of presenting your experiences with clarity and relevance.

This course identifies the various ways and circumstances in which non-executive directors can make an effective contribution to a board’s work. It also examines methods for their selection and reviews their motivation, induction and reward.

Who should attend?
Individuals who are currently a non-executive director; those seeking appointment as a non-executive director and those looking to appoint a non-executive director.

What to expect?

  • Clarifies how and why non-executive directors can strengthen a board
  • Provides practical guidance on how best to secure an appointment as a non-executive director

Course objectives
Participation on this course will provide you with the knowledge to:

  • Clarify the board’s role, purpose and key tasks
  • Appreciate the contributions that non-executive directors can make to the board in different types of company and situations
  • Recognise the qualities and experience needed to fulfil a non-executive director appointment
  • Appreciate appropriate methods for finding, selecting, appointing and rewarding non-executive directors
  • Understand the preparation required to interview for or be interviewed for the post of non-executive director

Course Leader: David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here: (https://uk.linkedin.com/in/daviddoughty)

Key Details
Duration: 1 day
Location:

Zoom
Video Conference

Price
£350.00 (ex VAT)

Payment with Booking Price

£320.00 (ex VAT)

Partner Price*
£295.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:

Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning


*Discounts on Excellencia course fees are available for:

Jun 092020
 

Before we answer the first question, here’s another: what percentage of companies have marketing strategy as an item on the agenda of their regular board meeting? 75%? 50%? It’s tough to guess, but probably fewer than you might think. So here’s a simpler question: how frequently is marketing strategy discussed at a board meeting which you regularly attend? Every meeting? Every other meeting? Once per year? Once ever?

Based on personal experience and peer-to-peer discussions, it seems that marketing strategy is an infrequent topic on many boardroom agendas. But why is that the case? Perhaps because it sounds like something Jessica Hynes’ character, Brand Consultant Siobhan Sharp of 2012 and W1A fame, might come up with? Getting strategic about marketing? If that was the image boards had of marketing strategy, it would be unsurprising to learn that many directors probably don’t get as involved with it as they should, and instead happily abdicate that responsibility to another.

Or perhaps it is that many directors don’t really understand what marketing strategy/strategic marketing is, or how it is different to branding or advertising, and the concepts and jargon of strategic marketing are so scarily lacking in familiarity that they would rather sit still and say nothing, unable to make even the most minimal contribution to the discussion, than venture a potentially incorrect opinion, and appear foolish or ill-informed.

Either way, abdication as an approach has its dangers, as it potentially places those directors in too-remote a position to assert any influence or control over a critical element of the destiny of the organisation they are leading, blunting their effectiveness and diminishing their value. Indeed, what is required of directors is quite the reverse.

Strategic Marketing: Why NEDs and boards need to be in-the-know

Back to our first question, then: when is it okay to leave marketing to the Marketing Department? The answer is…never! Especially if you had happened to be talking with the late David Packard, co-founder of Hewlett-Packard (now more familiar as HP), as it was he who coined the following:

“Marketing is too important to be left to the Marketing Department”

This quote – from which the title of this piece was paraphrased – neatly illustrates Packard’s view of marketing, which he saw as the responsibility of everyone throughout the business, as it is the core around which the business is built. What Packard was really saying, of course, is that the business needs to place serving its customers at its core, because that is what marketing is really about. This view is echoed by another quote reproduced here, this time from Peter Drucker:

“Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer’s point of view.”

Bringing these ideas together with the central role of the board of directors – to safeguard the future of the business for which they are responsible – leads to the inevitable conclusion that, as marketing is critical to the long-term sustainability of that business, the directors are therefore ultimately responsible for it, also. This means that the directors need to be familiar with the central concepts of strategic marketing, so that they can ensure the marketing strategy the business is pursuing aligns with its vision and overall strategy with respect to achieving its objectives, and so that they can satisfy themselves of its likelihood of success; and by implementing appropriate measures and controls, enable corrective action where necessary to be swiftly taken.

For existing executive directors, especially those with a commercial background, this is probably not-too-challenging a task, as they are likely to have come across elements of marketing strategy in previous roles. But what about non-commercial directors, such as finance or HR professionals? And possibly more challenging still, what about Non-Executive Directors, especially those joining a board as a lay member. For boards and new NEDs alike this presents an unwelcome challenge: boardrooms require increased diversity to remain relevant, and need to attract out-of-sector NEDs representing a broader range of stakeholders; New NEDs want to add value to their employers, and also perhaps to make themselves more attractive so as to secure additional appointments, as they seek to substitute a portfolio career for the daily grind of the nine-to-five.

Who needs to do what, and when?

There is an element of joint responsibility here, as well as one of urgency: Chairs of existing boards, for whom board effectiveness is a measure of performance, are perfectly positioned to identify knowledge gaps and observe low-levels of contribution during meetings from both executive and non-executive directors, and can therefore propose actions to address these issues, such as organising training for the board, to be delivered by a suitably-qualified provider or training company. NEDs, both new and existing, need to be prepared to invest in growing their portfolio career, and should seek out opportunities for personal development to make themselves more attractive to boards, actively addressing any areas of inexperience or knowledge-gaps, so that they can present more of a well-rounded business profile to recruiters and chairs alike.

In closing, we revisit an old adage often attributed to Abraham Lincoln:

“Better to remain silent and be thought a fool than to speak and to remove all doubt.” 

Whether or not it really was Lincoln who spoke the words, their meaning is clear: better not to contribute to a discussion when you don’t understand the topic. Unfortunately for directors, silence is not a viable option, as a meaningful contribution is expected, if not at least desired, as part of the director’s fiduciary duty to the business, and in the eyes of the law, ignorance is no defence. This being the case, and as understanding marketing strategy must be the minimum expectation, NEDs and boards need to move swiftly to address knowledge gaps in this area. Only when the entire board fully understands the marketing strategy will the outcome of any boardroom discussion accurately represent the opinions of all of the directors, and any action chosen have been properly debated prior to reaching an agreement. Then, and only then, can it be said of the board that it functioned effectively, and of the directors that they truly fulfilled their obligations.

Duncan Hall is the founder of Experigy Ltd., a business growth consultancy specialising in Marketing, Sales, Customer Experience and Continuous Improvement. More information is available on the company website

He is also the writer of the “Marketing for Non-Marketing Directors” training course, which he delivers in association with Excellencia https://excellencia.co.uk/courses/director-essentials/marketing-for-non-marketing-directors/

Jun 092020
 

Everything directors and boards need to know about sales but were afraid to ask.

“John delivered a thought provoking and insightful workshop. Ideal for Non-Executive Directors
aspiring to fully understand sales and how to create strategic commercial value at board level.”
Alastair McIvor Director of AMT Ltd

This interactive video course helps you to be a more effective when working with a commercial team at board level or on a day to day basis. Participants will gain the fundamental knowledge / terminology to interact with the commercial teams while creating/ aligning a ‘Commercial Strategy’ that can then be performance managed to deliver on the company’s overall goals. The course is split into two parts with section one providing insights to the commercial working on a day to day basis with time to discuss how this can work with our business. The second half dives in deeper with the ‘Why’ we will win with the commercial strategy, ‘How’ to implement this and ‘Tools and Metrics’ to measure success

If you have ever wondered what strategic sales is, and how it relates to the businesses with which you work; or if you have sat in board meetings wondering what on earth the sales director was talking about, this course will be a great start in building your sales knowledge and increasing your confidence in the subject.

This half-day interactive video course is aimed at Board members – both Executive and Non-Executive Directors who are not sales specialists and covers essential knowledge about strategic sales to enable them to ask the Sales Director the right questions and, most importantly, understand the answers they are given.

 

Who should attend?
Individuals who are currently executive or non-executive directors; those seeking appointment as an executive or non-executive director and those looking to progress to a marketing director role.

Course Leader: John Hanson

The course is delivered by John Hanson, a highly engaged sales and results focused Business Leader / Sales Director, with strong execution skills and proven successes in Mature & Emerging Markets throughout EMEA. A breadth of knowledge of the FMCG and Medical Device categories and a core competence of returning declining businesses back to profitable and sustainable growth

See his LinkedIn profile here: (https://www.linkedin.com/in/john-hanson-020b408/)

Key Details
Duration: 1 day
Location:

Zoom
Video Conference

Price
£250.00 (ex VAT)

Payment with Booking Price

£220.00 (ex VAT)

Partner Price*
£195.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:

Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning


*Discounts on Excellencia course fees are available for:

Jun 042020
 

How directors and boards can take great strides in their understanding of Strategic Marketing.

“I just wanted to express my appreciation for your course today which was extensive, authoritative and engaging – thank you.”

Attendees on this interactive video course will be more effective in engaging with board level commercial teams over matters of marketing strategy – they will be able to more easily:

  • Understand the relationship between strategic marketing and company vision and mission;
  • Obtain clarity on strategy selection from both internal and external perspectives;
  • Provide constructive challenges to the commercial team;
  • Identify potential problems and corresponding solutions.

If you have ever wondered what strategic marketing is, and how it relates to the businesses with which you work; or if you have sat in board meetings wondering what on earth the marketing director was talking about, this course will be a great start in building your marketing knowledge and increasing your confidence in the subject.

This half-day interactive video course is aimed at Board members – both Executive and Non-Executive Directors who are not marketing specialists and covers essential knowledge about strategic marketing to enable them to ask the Marketing Director the right questions and, most importantly, understand the answers they are given.

 

Who should attend?
Individuals who are currently executive or non-executive directors; those seeking appointment as an executive or non-executive director and those looking to progress to a marketing director role.

Course Leader: Duncan Hall FCIM

The course is delivered by Duncan Hall, an energetic business leader, with significant experience in sales, marketing, business, product, and process development gained in both start-up and corporate environments.

Duncan is also a certified trainer/facilitator/coach of corporate continuous process improvement and customer experience programs.
See his LinkedIn profile here: (https://www.linkedin.com/in/jduncanhall/)

Key Details
Duration: 1/2 day
Location:

Zoom
Video Conference

Price
£250.00 (ex VAT)

Payment with Booking Price

£220.00 (ex VAT)

Partner Price*
£195.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:

Course Registration
The fee includes a copy of the course handbook

Attendance counts as 4 CPD hours of structured learning


*Discounts on Excellencia course fees are available for:

May 222020
 

How directors and boards can take great strides in their understanding of Strategic Marketing.

“I just wanted to express my appreciation for your course today which was extensive, authoritative and engaging – thank you.”

Attendees on this interactive video course will be more effective in engaging with board level commercial teams over matters of marketing strategy – they will be able to more easily:

  • Understand the relationship between strategic marketing and company vision and mission;
  • Obtain clarity on strategy selection from both internal and external perspectives;
  • Provide constructive challenges to the commercial team;
  • Identify potential problems and corresponding solutions.

If you have ever wondered what strategic marketing is, and how it relates to the businesses with which you work; or if you have sat in board meetings wondering what on earth the marketing director was talking about, this course will be a great start in building your marketing knowledge and increasing your confidence in the subject.

This half-day interactive video course is aimed at Board members – both Executive and Non-Executive Directors who are not marketing specialists and covers essential knowledge about strategic marketing to enable them to ask the Marketing Director the right questions and, most importantly, understand the answers they are given.

Who should attend?
Individuals who are currently executive or non-executive directors; those seeking appointment as an executive or non-executive director and those looking to progress to a marketing director role.

Course Leader: Duncan Hall FCIM

The course is delivered by Duncan Hall, an energetic business leader, with significant experience in sales, marketing, business, product, and process development gained in both start-up and corporate environments.

Duncan is also a certified trainer/facilitator/coach of corporate continuous process improvement and customer experience programs.
See his LinkedIn profile here: (https://www.linkedin.com/in/jduncanhall/)

Key Details
Duration: 1 day
Location:

Zoom
Video Conference

Price
£250.00 (ex VAT)

Payment with Booking Price

£220.00 (ex VAT)

Partner Price*
£195.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:

Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning


*Discounts on Excellencia course fees are available for: