23 October 2009 
How To Write A Business Case Study
The Business Case Study Method permits the student or researcher to conduct a critical analysis to solve a problem or to exploit an opportunity. Or to answer a hypothetical “what if?” scenario. (In contrast to politics where hypothetical questions should never be addressed.)
There are a number of outstanding formats and templates (see below or at the jump) for organizing the business case study.
Your Business Blogger(R) as Your Business Professor prefers a simpler, story telling formula: Problem, Solution, Result. (The use of such PSRs as narrative outline are also most helpful in job interviews.)
Maurice Moss has a five step method on writing a business analysis:
1) SWOT analysis
2) Determine strategy
3) Process analysis
4) Opportunity costs
5) Report finding
A Problem defined is half solved. It is useful to state the problem as an inquiry (think the game show Jeopardy or Larry King or Dr. Laura, “What’s your question?”).
The subject for the content on Business Case Studies is one of my former companies. The Alert Student will also select a company where s/he worked, is working or wishes to work. Students who have first-hand knowledge or a compelling interest deliver the best case studies. Let’s start with the backgrounder.
Menlo Care, Inc. was a medical device start-up manufacturer and direct seller with an outside sales team of 35 experienced, senior, account managers in the 1980′s and 90′s. The company had a proprietary process to manufacture a new intravenous catheter. The venture was funded with $500k in seed money from Raychem Corporation where the technology was developed and spun off. The product is based on a material science of a polymer that was as rigid as Teflon when dry but became as soft and flexible as silicone when wet.
The polymer-plastic was extruded or formed into an intravenous catheter for insertion into the venous blood system.
The new technology improved patient care in a cost-effective manner. However, the new IV catheters had two major marketing concerns:
1) They were 100 times the price of the existing, nearest competitive substitute.
2) The Menlo Care products required advanced one-on-one inservice training to insert or to pass” the I.V. catheters.
At the time, Menlo Care was still operating on venture capital investment and had significant negative cash flow typical of early stage start-ups entering the marketplace.
The high “burn rate” of capital would not allow the hiring of the estimated 35 full-time instructional nurses; one teacher for each sales territory.
Nurses prefer to be taught by their peers – other nurses, not necessarily company sales representatives. Sales teams have the time intensive responsibility to peddle the product and to manage the territory logistics.
The question: How can a manufacturer teach and sell new medicine across the USA within 90 days?
The issue is an extension of the classic challenge of marketing with no money or no budget and the need for an intensive face-to-face sales process.
A Solution was developed from a number of options and recommendations. The final sales-education idea was an innovative combination of well-known teaching-marketing strategies reconfigured into a unique delivery process.
The answer to the problem would involve having per diem or part-time nurse clinicians conduct training classes. Each of the 35 sales representatives would identify, recruit, train, motivate and manage the advance practice nurses who were the thought and opinion leaders in the medical community (e.g., presidents of local chapters of oncology nurses, certified I.V. nurses’ associations and leaders in the home health care business). These nurses would come from the small cadre of existing users of the Menlo Care catheters. The solution was simply to hire the customers to teach.
Key nurses from a local area would be invited in for a day-long training program. The area account manager/sales representative would host the event and act as the “master of ceremonies” where the class of nurses would be taught about the new medical devices.
The hook for attendance would be the concern and the warning that local hospitals might start to see the new Menlo Care I.V. catheters on those patients who might be admitted into emergency rooms. Clinicians need to know what products are being used on patients using IV therapy in case the patient has an emergency. Especially of concern were those being treated as out-patients in the home health care market.
The attending nurses who received training and inserted a catheter on a patient became credentialed as a “Landmark Nurse” and were awarded a framed certificate and lapel pin to recognize their expertise and achievement.
(A credential can be done by private associations in contrast to a certification which is awarded by a state licensing authority. Common certifications are MD, LPN and RN.)
The Results were immediate and measurable. Sales increased from near zero to over $12 million on a yearly run rate. The product line and technology commanded such attention that a number of major medical device manufactures expressed interest.
Menlo Care, Inc, was sold in 1994 to a division of Johnson & Johnson satisfying investors and stockholders.
Also see marketing with no budget in 10 steps.
Refer to the syllabus for length and style.
See One, Do One, Teach One
Medical School Cliche
Your Business Blogger(R) has taught thousands of clinicians new medicine in classrooms, at hospital bedsides and in operating rooms. For nearly two decades I trained advance-practice nurses and physicians on state-of-the-art medical devices including flow control devices, temperature monitoring equipment and all manner of medical disposable products.
The medical teaching profession has it right: the best method to learn is to observe, to preform and then to teach. Business management, like medicine is called a “practice.”
One of the most effective teaching tools is the Business Case Study. The student will understand in detail a narrow business-management problem and can use the experience to understand broader business challenges.
My students and clients review a typical business case study, research and write an original paper and then present their findings before peers — at the workplace or classroom.
A number of my medical device clients have published their studies.
From Best practices.
By Stephen Wayhart, at http://www.marketingprofs.com/ea/profile.asp?userID=235761
http://www.marketingprofs.com/ea/profile.asp?userID=235761
Also see http://www.brandmill.com/
The “Case Study” analysis/approach was first coined and implemented at Harvard Business School.
The steps.
1. Define the Key-Central Problem in one sentence
Seems easy, but very tough to do. For example, a retail firm I worked with in the past had lots of problems. Was it poor advertising? Maybe? Was it close rates – actually close rates were actually high for the industry. Net, the central problem was that “We did not get enough foot traffic through our doors!!”
2. List Assumptions
Assumptions are statements of conditions that will stay in effect if you choose to do nothing. For example, “Our advertising is controlled by national marketing and we will have little influence over our message.”
3. List Alternatives
“We could spend more money and advertise a local message.” List more here.
4. Recommendation (choice of one Alternative)
5. Rationale (why you chose your recommendation)
Say way you chose your alternative and provide a convincing fact-based Point of View.
How to Make a Case Study Format
Step 1
Title of your Project or Case Study
Example: Distributors Improves Customer Service Faster Respond
Step 2
Make a Executive Summary
Example:
Customer name:
• EMCOR Incorporated
Industry:
• Retail
Employees and Customer
• 2000 employees
• 140 Store VisMin
• More or less 500,000 individual customers or households
Step 3
Make a Recommendation or Solutions
Example: Business Challenge
• Consolidated all branches onto a single unified communications system
• Provided presence information, so that employees can see if their co-workers are available
• Gave employees one interface for all their communications tools
Network Solutions
1. Cisco Unified Communication or (Voice over Internet Protocol)
Results
1. Made it easier for customers and employees to reach the right person, the first time Enabled employees to work productively from any workspace, including home
“With information available from Presence, employees can see whether their co-workers are available before transferring a call, so customers can talk to a live person instead of having to leave a voicemail.”
Step 4 Make a Brief Background of your Project
Example:
Challenge
Emcor Inc. Company distributes and customizes hydraulic, pneumatic, instrumentation, and automation systems and components for customers in the Southern Mindanao. The company has 140 locations and 2000 employees. Emcor Inc. previously maintained separate private branch exchange (PBX) systems in each location, which only provided headquarters and one branch office. That meant that customers who called branch offices sometimes had to be transferred multiple times before finally reaching someone who was available.
Emcor Inc. decided to make a change when maintenance costs for the aging PBX systems began increasing. “Our corporate management team directed the ICT Solutions group to look at the company’s long-term needs for communication and collaboration rather than simply replacing the voice system,” says Manolo del Rosario and Jan Canonigo, information communications technology systems and solutions, Emcor Inc. Company. “We concluded that we needed a communications solution that would unify our 140 locations into a single site.”
The main goal for the new communications system was to help customers as well as employees reach each other on the right device, the first time. This solution would improve the customer experience and therefore strengthen loyalty. For example, customer service would improve if employees knew that a co-worker was available to pick up the phone before transferring a call.
Step 5
Make a Cost-benefit Analysis
Example:
Below is a cost-benefit analysis on the proposed IP PBX Telephony or Voice over Internet Protocol. Based on the quantitative analysis, total one-time project cost of USD 153,932.67 plus monthly E1 Internet costs of USD 600.00 or USD 7,200.00 a year, will be recouped from estimated cost savings as a result of the automation. Of course, there are also several positive qualitative factors to consider. Details of cost-benefit analysis follow:
Step 6
Quantitative Analysis
Make a Quantitative Analysis
Example:
See attached image
Step 7
End
A. Case Abstract: One paragraph, identifying the company, the relevant Global Compact
Principles and research question addressed, and a brief statement of the company actions.
B. Company Profile: A brief description of the company, major products or services, age and location, sales and revenues, recent trends, brief background on key company decision makers featured in the case, and other relevant information.
C. Straightforward account of the case “story” and analysis. The account includes: a
statement of the problem and issue addressed; identification of the “drivers”, motivation and key internal and external players; description of the process, challenges, perceptions and responses; outcomes and impacts; and unanswered questions, usually underscored by quotes from people interviewed. The analytical framework for each type of case study – internalization versus case studies about partnership projects – is different (see below).
There should be special emphasis on “how” the company did what it did, what did not work as well as what did work and what the company would have done differently if it had the opportunity to go back in time. In other words, the lessons learned are particularly important and valuable.
D. Conclusion. The conclusion of the case study should sum up the main lessons from the experience described in the case study and include, where appropriate, implications for others contemplating undertaking similar actions.
E. Discussion questions. To encourage greater use of the case study method by a variety of
audiences, case authors are also asked to provide a list of five discussion questions to
accompany the case study and facilitate discussion relating to the case.
Bill Bennett & The First Law in Public Debate
Yoest, Yoest, Bennett, c. 1998
Bill Bennett, host of Bill Bennett’s Morning in America made a statement a few years ago in his commentary and “committed news” in main stream media.
He said, words to the effect, if every black child were aborted we’d have less crime.
His transgression was not merely the unfortunate unknown terrible cause and effect, but that Dr. Bennett violated the First Law in Public Debate known by media savvy professionals:
1) Don’t do Hypotheticals.
If a question or a rebuttal starts with, “If” change the subject. If you are thinking “If” change you mind.
“I don’t deal in hypotheticals,” is the only verbiage used if “If” comes up.
Bill Bennett is guilty of nothing else.
Full Disclosure: Your Business Blogger(R) was awarded his very first consulting contract in a minor role for Bill Bennett when he was Secretary of Education under President Ronald Reagan.
Thank you (foot)notes:
Ace has Freakonomics backstory.
Junkyard Dog has busybody in chief.
Outside The Beltway has more on Bennett.
Right Voices has making a point?
Mudville Gazette has Open Post.
Drakeview has this week’s Carnival of the Capitalists.
The Political Teen has Open Trackbacks.
Captain Ed has Bogus Journey.
La Shawn Barber is thinking about writing on Bennett. She could add to the debate.
15 October 2009
National Association for Community College Entrepreneurship Final Report
This is a trip report on the Seventh Annual National Association of Community College Entrepreneurship (NACCE) conference that was held in Chicago on Sunday, October 11th through Wednesday afternoon October 14th.
I had the opportunity to represent the Northern Virginia Community College on two panels and a round table discussion.
The panelists addressed topics for college presidents, entrepreneurs, educators and funders. We fielded questions on business start-up concerns to college departmental politics to benchmarks from major donors.
My round table was titled, “Why Academics…and Entrepreneurs Can’t Manage.” Overview at end.
This trip report will also include the interim report at end.
Speakers included:
Heather Van Sickle, Executive Director, NACCE
Mike Hennessy, President, Coleman Foundation who donated over $600,000 toward the NACCE.
Deidra J. Lewis, Interim Chancellor, City Colleges of Chicago
Jim Tyree, Chairman and CEO Mesirow Financial, who just purchased The Chicago Sun Times.
Carl Kuttler, St. Petersburg College
Cameron Johnson, teenaged millionaire
Marc Schulman, Eli’s Cheesecake Company
Charles Guengerich, Wright College, Chicago
John Hughes, Coleman Foundation
Topics, observations and comments, concerns included,
“No one makes it on your own…coaches, teachers make me what I am.”
“Business people should be teaching entrepreneurship.”
“Has the professor ever had to meet a payroll?”
“What are the program’s exit stats? How many students actually start a business?”
Attended workshops on How to Establish a Business Enterprise Center at a Community College and B2B Sales Training to Expand Entrepreneur Opportunities.
Key note by Sir Harold Evans — on his book, They Made American.
He is more comfortable as a writer because, he says, he’s, “naturally didactic and cannot keep a secret as a journalist.”
How America was made — through innovation — not merely discovery nor invention – innovation
other land masses lag behind American — Evans seems to hold for American exceptionalism.
America succeeded by innovating — who are we? A culture that takes risk. Evans chronicled the achievements of America’s known and little known innovators.
America’s, “Best asset is not oil but people who are entrepreneurs.”
A new movie release, the two hour Young Entrepreneurs Society YES!, was previewed and has, I submit, limited utility.
***
This is a mid-term trip report on the Seventh Annual National Association of Community College Entrepreneurship (NACCE) conference being held in Chicago Sunday from October 11th closing Wednesday afternoon October 14th.
Traditional conference format: Keynote speakers, concurrent sessions, round table discussions, best practices panels.
eMarketing Strategy Overhaul was the first Pre-conference session presented by WorkSmart Integrated Marketing, with Brad Kleinman and David Toth. (It came at an additional $25 charge.)
The instructor, Brad, has experience in higher education and broke the group down into “accountabil-a-buddy” teams as an effective icebreaker.
Brad reviewed opportunities in the marketing of continuing education through on-line media. He made a compelling pitch for educators to integrate web tactics into any outreach planning.
His learning objectives:
1. Learn the importance of establishing and customizing a marketing system.
2. Investigate the power of the various eMarketing Techniques, and determine several specific action steps you will take immediately to improve your marketing.
3. Share industry best practices.
Brad reviewed all manner of on-line social media including: blogs, YouTube Channels, Facebook, LinkedIn, and Twitter.
His first suggestion was for every faculty member to have a public, business Facebook page. He reviewed the measurement of marketing programs using tools such as Google Analytics.
Brad was especially persuasive in recommending on-line marketing because the efforts can be measured faster and cheaper than traditional marketing campaigns.
Mark Taylor, Ph.D., education consultant was the keynote speaker Sunday night. He reviewed the challenges of teaching GenX students with short attention spans, connected by technology with ‘helicoper’ and ‘snowplow’ parents close by. He suggests that we have the students actively participant — have the students do most of the speaking in class; to do most of the work instead of having the professor do all the lecturing. We were lucky at NOVA to have him speak with us a few months ago.
Your Business Blogger(R) arrived Saturday night October 10th at the host hotel Hyatt Regency near O’Hare Airport.
The NACCE conference can be followed on Twitter at @NACCE and at #NACCE7. Your Business Blogger(R) can be followed on @JackYoest
Almost 400 attendees registered.
Round Table Discussion
Why Academics…and Entrepreneurs Can’t Manage
At the completion of this presentation, the attendee will understand,
1. The Management Equation: Vocational Time vs. Management Time
2. How Management Really Works: The Network of Management
3. The Mistake of Micro-Management: The Nervous Manager
Why Academics…and Entrepreneurs Can’t Manage
Entrepreneurs and Academics are typically poor managers. Not only because they might lack a particular skill set, but because of the expectation of vocational perfection. They share the passion for the perfect in their products.
But to understand and practice management, a “batting-average” model of non-perfection is needed.
There is a fundamental difference between the work of the individual contributor and the contribution of a manager. The entrepreneur, as an individual contributor, brings a new vision for a new product or service. But introducing the Next Big Thing requires basic management.
The teacher and new-product visionary are individual contributors whose work is the creation of “perfection.” But management does not — must not — deal only in this perfection. Because it is the managerial skill set which brings the individual contributor’s perfect product to market to do business.
The entrepreneur as individual contributor understands the basic formula: Work = Results. But the teacher working with the individual contributor, who needs to become a manager, must emphasize that work alone will not have the world beat a path to the inventor’s door.
Management has a more complicated formula with an additional variable: Network. This ‘Network of Support’ is the ability of the entrepreneur as manager to get the support of investors, advisors, external stakeholders, customer, staffers and subordinates.
The entrepreneur should see his role as manager with a new formula: Work + Network = Results.
The results and success of the entrepreneur’s venture depends as much on his ability to manage as his brilliance in new product creation.
###
Jack Yoest is an Adjunct Professor at the Northern Virginia Community College and is president of Management Training of DC. He worked with Menlo Care, a start-up medical device manufacturer as part of a team that moved sales from zero to over $12 million, resulting in a buy-out by Johnson & Johnson.
He also served as Assistant Secretary for Health and Human Resources in Virginia, where he was responsible for the successful Year 2000 conversion for the $5 billion, 16,000-employee unit.
Jack has been published by Scripps-Howard News Service and has contributed to Small Business Trends, Small Business Trends Radio, The Business Monthly, Business & Media Institute and National Review Online. His web-log was nominated for Best Business Blog in 2006. Jack is a former Captain in the Army.
He earned an MBA from George Mason University and completed graduate work in the International Operations Management Program at Oxford University.
9 October 2009
Business 200 Principles of Management Test
2. When Ruth was hired to be the second-in-command at Graham Mailing Services, she was told that her job was to deal with the employees to make sure they got the mailing done to the customers’ specifications. She was not instructed on how to run machines or in any other technical area because hers was a job in:
a. marketing
b. relationship control
c. management
d. customer service
e. strategizing
3. A manager striving to improve organizational ____ is accomplishing tasks that help fulfill organizational objectives.
a. efficiency
b. effectiveness
c. functionality
d. synergy
e. productivity
4. In 2004, Coca-Cola and PepsiCo spent a total of $75 million to launch mid-calorie sodas, C2 and Pepsi Edge, banking on the low-carb trend. Carb-conscious consumers rejected the drinks en masse since one of their key tenets is avoiding refined sugar in any amount. The new brands grabbed a combined market share of less than 1 percent. Given that the objective of both soft drink manufacturers was to increase their market share, the introductions were notably:
a. synergistic
b. empathetic
c. inefficient
d. autonomous
e. reciprocal
5. Frederick Taylor is famous for____.
a. developing time and motion studies
b. first defining the functions of managers
c. developing the fourteen principles of management
d. creating the principles of scientific management
e. doing all of these
8. Which of the following is NOT part of the principles of scientific management?
a. Use group dynamics to ensure organizational goals are met.
b. Give employees rest breaks throughout the day.
c. Find the one best way for doing each task.
d. Divide the work and the responsibility equally between management and workers.
e. Scientifically select, train, teach, and develop workers to help them reach their potential.
17. Which of the following statements about division of labor is true?
a. Division of labor is an element of bureaucratic management.
b. By using division of labor, managers can assign the best qualified people to perform tasks.
c. Division of labor is designed to improve both effectiveness and efficiency.
d. In division of labor authority is clearly defined.
e. All of the above statements about division of labor are true.
4. Which of the following is a type of company most likely to be facing a dynamic environment?
a. a video game manufacturer
b. a bakery
c. a brewery, winery, or distillery in the liquor industry
d. a manufacturer of pet food
e. a cereal manufacturer
17. Which of the following is a component of Coca-Cola’s specific environment and will directly influence how it does business?
a. Pepsi-Cola
b. laws concerning sanitation
c. Inflation
d. the increased popularity of energy drinks
e. the development of vending machines that accept debit cards
1. Which of the following statements about ethics is true?
a. Acting ethically is always easier than any other form of action.
b. Employees assume no risk when they conduct themselves ethically.
c. Ethics can be specifically defined, like other laws.
d. If an act is legal, it must by definition be ethical.
e. Ethics is the set of moral principles or values that defines right and wrong for a person or group.
8. To create a compliance program that is acceptable under the U.S. Sentencing Guidelines, a company should ____.
a. establish standards and procedures to meet the company’s business needs
b. put upper-level managers in charge of the compliance program
c. encourage employees to report violations
d. train employees on standards and procedures
e. do all of these
1. In 1997, Royal Dutch/Shell earned $8 billion in profit. In that year, top management decided to strive to increase the company’s profits to $17 billion annually by 2001. Which classical management function would be instrumental in achieving this goal?
a. motivating
b. research and development
c. planning
d. marketing
e. optimizing
2. Planning is ultimately based upon ____.
a. how a planner deals with bounded rationality
b. choosing a goal and developing a method or strategy to achieve that goal
c. the relationship between organizational line and staff personnel
d. whether the mission statement is internally or externally oriented
e. the personality type of the individual engaged in planning
3. One of the benefits of planning is how it ____.
a. encourages people to work faster
b. encourages people to try a variety of different ways to do others’ jobs
c. reduces employee turnover
d. eliminates all discriminatory practices
e. does none of these
4. When making travel plans, many tourists have selected Thomas Cook, a British tour operation, because they perceive the tour company as being superior to all others. No other tour service can duplicate the customer service and satisfaction that Thomas Cook has provided over its years of operation. Thomas Cook has apparently created a sustainable competitive advantage by using ____ resources.
a. synergistic
b. valuable
c. tangible
d. nonsubstitutable
e. rare
5. Deutsche Bank is the largest bank in the world. Would this give it a sustainable competitive advantage?
a. yes, because it would make its operations synergistic
b. no, because size is not a criteria for sustainable competitive advantage
c. no, because large institutions make more effective use of resources
d. no, because large organizations are always targeted for anti-trust activities
e. yes, because size is directly and positively related to efficiency
3. Creativity was needed to improve efficiency without raising costs at DaimlerChrysler. Over the last few years, the company has successfully implemented a creative engineering program that allows its plants to produce more than one type of car from the same assembly line. This successful change to a flexible manufacturing system is an example of ____.
a. corporate synergy
b. organizational innovation
c. assembly networking
d. organizational networking
e. reverse engineering
4. McDonald’s restaurants are involved in a long-term, worldwide movement to change consumers’ perceptions of its products by selling food that is healthier. McDonald’s is engaged in ____.
a. organizational change
b. reverse engineering
c. demarketing
d. market diversification
e. product revitalization
11. The U.S. Rice Millers’ Association claims that if the Japanese rice market were opened to imports by lowering tariffs, the resultant lower prices would save Japanese consumers about $6 billion annually. The Japanese government continues to use the high tariffs to make sure local farmers can earn a living. The tariff on rice is an example of ____.
a. a voluntary government restriction
b. geocentrism
c. protectionism
d. a security quota
e. a bureaucratic subsidy
12. A ____ is a nontax method of increasing the cost or reducing the volume of imported goods.
a. tariff
b. nontariff barrier
c. trade roadblock
d. risk-aversive boycott
e. subsidy quota
1. As a class project, Senora is working with other classmates to create a company that would market NASCAR memorabilia. Senora’s teacher has instructed her to use the traditional approach to create the organization’s structure. What should Senora do?
a. create an organizational structure with vertical and horizontal configurations
b. use an organizational process to create a matrix design
c. create a virtual organization
d. use the organizational structure to control creativity
e. create a matrix structure that will adhere to the unity of command principle
2. ____ is the collection of activities that transform inputs into outputs that customers value.
a. Reengineering
b. Functionalization
c. Organizational structure
d. Production positioning
e. Organizational process
2. A local hospital ran into a funding problem when it tried to build a new state-of-the-art pediatric unit. The hospital management asked a group of physicians, hospital volunteers, and administrative staff to develop and implement a plan to raise the necessary money. This group of people with complementary skills formed a(n) ____.
a. semi-structured team
b. autonomous unit
c. work team
d. functional department
e. venture team
3. Allen-Edmonds is keeping its shoe manufacturing business in the United States by investing in new machinery and creating new processes. The strategy is a gamble and the outcome is uncertain. The president of the company is hoping a million-dollar refitting will save 5 percent on each shoe, but he could save 60 percent tomorrow if he moved his manufacturing to China. Staying here means average wages of $15 per hour plus benefits, as opposed to $100 per week if the company moved. To cut costs and improve efficiency, the company’s old assembly line is being replaced by a system of employees working in groups, with each person doing several jobs, and each trained to do the others’ tasks. Allen-Edmonds is using ____.
a. semi-structured teams
b. ad hoc committees
c. work teams
d. functional departments
e. venture teams
2 October 2009
Staff Development FREE. Save the Date 30 October, Washington, DC. Training for Your Team.
Your Business Professor is conducting a seminar on Completed Staff Work in Washington, DC on October 30th from 9:00 am to 12:00 noon.
The session is FREE, hosted by Americans United for Life. There is no charge, but registration is required by building security.
Space is limited.
Managers: watch the YouTube, Train Your Staff, at the end
Course outline,
A Three hour program
Introduction
1. What is Completed Staff Work?
a. Perfection.
b. Efficient: faster, better, cheaper.
c. Happy Customers, Happy Employees, Happy Cash Flow.
2. Will I have Greater Job security?
a. Power as an employee.
b. Put me in coach – I’ll take that job.
c. Boss not always right; but s/he must always be happy.
3. How Do I Manage My Manager?
a. Child-teen-adult responsibility matrix.
b. Managers’ greatest two fears.
c. Selling to the boss.
Training is not only the responsibility of the Human Resources Department,
Follow Your Business Blogger(R) on Twitter: @JackYoest