Case Study
Organisation Transformation
where China
how many 1000+ people
how long 5 years
THE SITUATION AND CHALLENGE
In order to take advantage of the expanding China market, a leading tyre manufacturer changed to a franchise model with the commitment that they would double the profits of new franchisees in two years.
- The challenge was that the current training approach was having minimal impact. Training was focused on pushing knowledge as opposed to inspiring behaviour change, and the internal delivery team had only basic delivery capability.
The challenge was that the current training approach was having minimal impact.
- Training was focused on pushing knowledge as opposed to inspiring behaviour change, and the internal delivery team had only basic delivery capability.
WHAT WE DID AND THE IMPACT OF OUR WORK
team
We audited the current approach and updated the training strategy, redesigned 56 core training programs, designed an evaluation and delivery process, and built internal capability to deliver through a train the trainer program and coaching.
The programs have been successfully rolled out annually for 5 years.
organisation
The impact of the programs are measured on all four levels:
Level 1 (reaction). There were step changes in the level 1 evaluations of all programs. Average level 1 evaluations went from average, to close to the maximum.
Level 2 (knowledge). For the technical programs, participants were required to pass exams. Typically pass rates are above 90%.
Level 3 (behaviour change). An internal consulting team of 20 consultants partners with the franchisees to track behaviours in the shops and provide feedback to the owners. Participants leave programs with action plans and commitments, which are tracked.
Level 4 (business results). There are clear correlations between participants who have attended the programs and implemented their action plans, and sales increases of non-tyre products, and profit.
individual
The positive impact on the training team was such that now all assistant managers are required to spend 6 months in the internal training team in order to graduate to becoming a manager.
over 3 years
The primary impact for the business is that the customer-facing staff in the shops started to demonstrate the behaviours that were identified in the design phase as the ones that will drive sales and profit. These behaviours range from thinking proactively about what non-tyre products may be required in addition to normal tyre products, specific body language and questions during key interactions, and following certain key processes.