Corporate Seminars
Lifelong learning through master training programmes is one of the important values that the companies seek to include in their structure in order to create substantial competitive advantages.
TEABC has already a strong presence in the training programmes market internationally and our experts have the experiential knowledge to enrich extensively our clients’ professional knowledge and capacities.
Due to the fact that the majority of our firm’s experts have had career in academia in top ranked universities and business schools in various countries, the offered training programmes are rich in content, practical when implemented and can be immediately offered in English, French and Greek.
In order to satisfy the needs of our clients our group’s experts designed a system of training programmes. For more information click here.
The following list is a detailed proposal of different seminars that can be delivered immediately in English, French or Greek. All of the following seminars have as target to reinforce and ameliorate qualitatively the Corporate Governance of the seminars’ attendants.
Before proceeding with the examination of the different seminars that our group offers, we strongly recommend you to click here to read the abbreviations lists, for better understanding of the meanings in each training programme template.
| Table 1: Examined areas of expertise during a training programme |
| SR |
Strategic Restructuring |
| FIN |
Finance |
| MKT |
Marketing |
| OM |
Operations Management and Optimization |
| INT |
Internationalization |
| M&A |
Mergers and Acquisitions |
| CSR |
Corporate Social Responsibility |
| HRWB |
Human Resources and well being of professionals |
| IT |
Information Technologies and Tools |
| * Each training programme is coded. The code of each programme shows the major discipline that is examined and used for the programme. Many secondary disciplines may be applied to each course. |
| Table 2: Company size and types of applicability of the training programme |
| SMEs |
Small and medium enterprises (5-50 employees) |
| BEs |
Big enterprises (50-250 employees) |
| VBC or MC |
Very Big companies or Multinational companies (more than 250 employees) |
| IC |
Companies with International activity |
| IS |
Companies seeking Internationalisation |
| SC |
Companies offering Services |
| PC |
Companies manufacturing or selling physical products |
| IT |
Information Technologies |
SR1. ALIGNING BUSINESS INTERESTS FOR A BETTER PERFORMANCE
| Programme Title |
Aligning Business Interests for a better performance |
| Secondary Disciplines |
FIN, INT, M&A, HRWB, IT |
| Applicable to |
All types of companies |
| Programme Type |
A and B |
| Description |
- Corporate restructuring of HR, processes and
communication channels towards efficiency and by avoiding
conflicts of interests.
- Examination of the employees behavioural models and
basic traits
- Examination of costs for controlling the company’s
activity
- Examination of agency theory
- Examination of practical examples
- Reduction of conflicts and risks when expanding
nationally and internationally
- Evaluating the degree of conflicts and control
patterns in cases of MA
- Solving the structural problems of the firm and
choosing more efficient and more financially profitable
control patterns.
- Choosing an optimal hierarchy model
- Choosing the appropriate IT tools for a performing
business
|
SR2. FAMILY BUSINESS MANAGEMENT
| Programme Title |
Family Business Management |
| Secondary Disciplines |
FIN, OM, INT, CSR, HR |
| Applicable to |
Family businesses of any size or type |
| Programme Type |
A, B and C |
| Description |
- Mainstream theory of family businesses
- The basic principles of family businesses
- Hierarchy models analysis and efficiency
- The risks of performance in a family leaded business
- Analysis of hereditary leadership
- Methods of reduction of the inefficiencies from the
double identity (shareholder and manager)
- The conflict of interests between shareholders and
role players and examination of ways in resolving them.
- Leaders personality analysis and optimal distribution
of family members in the firm’s structure
- The costs and control models associated to a family
business
- Role or individual dilemma analysis (according to
individuals and firm structure one must decide whether the
company shall be task based or ‘manager based’)
- Decision making optimal processes in family businesses
- Arbitrage of roles, decision making processes and
shares in a family business
- Choice of hierarchy model, roles, decision making
patterns and limits of positions or individuals
|
INT1. INTERNATIONALIZATION OF SERVICE COMPANIES
| Programme Title |
Internationalization of Service companies |
| Secondary Disciplines |
SR, HRWB, IT, OM, FIN |
| Applicable to |
All types of companies having or seeking international
activity |
| Programme Type |
A and B |
| Description |
- Examination of different Internationalization models
(planning)
- Examination of practical examples
- Team building
- Task and mission management
- Communication schemes, plan and tools
- Customization of value chains as well as products and
services (international adaptability schemes)
- Examination of Outsourcing and networking
- Choosing the countries to start with or choosing the
markets to retain
|
INT2. INTERNATIONALIZATION OF MANUFACTURING AND/OR SALES OF PRODUCTS
| Programme Title |
Internationalization of manufacturing and / or sales of
products |
| Secondary Disciplines |
SR, HRWB, IT, OM, FIN |
| Applicable to |
All types of companies having or seeking international
activity |
| Programme Type |
A and B |
| Description |
- Examination of different Internationalization models
(planning)
- Examination of practical examples
- Team building
- Task and mission management
- Communication schemes, plan and tools
- Customization of value chains as well as products and
services (international adaptability schemes)
- Examination of the OEM and private label practice
- Quality control, health and safety planning
- Examination of Outsourcing and networking
- Choosing the countries to start with or choosing the
markets to retain
|
INT3. INTERNATIONALIZATION OF MANUFACTURING, PRODUCTS AND SERVICES
| Programme Title |
Internationalization of manufacturing, products and
services |
| Secondary Disciplines |
SR, HRWB, IT, OM, FIN |
| Applicable to |
All types of companies having or seeking international
activity |
| Programme Type |
A and B |
| Description |
- Examination of different Internationalization models
(planning)
- Examination of practical examples
- Team building
- Task and mission management
- Communication schemes, plan and tools
- Customization of value chains as well as products and
services (international adaptability schemes)
- Examination of the OEM and private label practice
- Quality control, health and safety planning
- Examination of Outsourcing and networking
- Choosing the countries to start with or choosing the
markets to retain
|
HRWB1. RESTRUCTURING HR TOWARDS THE ECONOMY OF KNOWLEDGE
| Programme Title |
Restructuring HR towards the economy of knowledge |
| Secondary Disciplines |
SR, FIN, O&M, M&A, CSR |
| Applicable to |
All types of companies |
| Programme Type |
A, B and C |
| Description |
- Evaluation of current Human Resources
- Rewarding and compensation schemes analysis
- Motivation schemes analysis
- Examination of practical examples
- Optimization of control and operational costs
- Team building
- Examination of hierarchy models and choice of the best
plan to apply
- Evaluate the HR quality of other companies
- Choosing blending patterns in case of M&A
- Building and motivating socially responsible managers
and employees
- IT restructuring for optimization, better control over
tasks and control costs reduction
- Operational restructuring for better use of HR
- Examination of efficient recruiting methods
|
HRWB2. LEADERSHIP AND HIERARCHY BUILDING
| Programme Title |
Leadership and Hierarchy building |
| Secondary Disciplines |
CR, OM, IT, FIN |
| Applicable to |
All types of companies |
| Programme Type |
A and B |
| Description |
- Examination of different leadership models
- Examination of practical examples
- Evaluation and understanding of current resources
- Analysis of the costs associated with the leadership
models
- Team and hierarchy building towards optimal and
sustainable leadership
- Examination of leadership models applicable to each
type of business and available HR
- Cultural specificities and international blending
- Emotional intelligence and leadership model choice
|
HRWB3. STRESS MANAGEMENT IN CORPORATIONS
| Programme Title |
Stress Management |
| Secondary Disciplines |
INT, OM, CSR |
| Applicable to |
All types of companies and individuals |
| Programme Type |
A, B and C |
| Description |
- Defining stress and understanding how it differs from
pressure
- Being aware of the main sources of stress which may
affect you or your team and how this can impact on health
safety and performance (case studies)
- Identifying the main physical, psychological and
behavioural symptoms of stress
- Learning a range of coping skills and techniques
- Being aware of the main sources of occupational and
organisational stress
- Identifying what managers can do to prevent and manage
stress at work
- Developing a personal stress management action plan
|
HRWB4. INTERCULTURAL MANAGEMENT
| Programme Title |
Intercultural Management |
| Secondary Disciplines |
SR, M&A, FIN, OM, INT, HRWB |
| Applicable to |
All types of businesses having or seeking international
activity (even in cases of local production – foreign workers,
managers etc.) |
| Programme Type |
A, B and C |
| Description |
- Intercultural Management mainstream theories
- Problems and risks of IM
- Analysis of the personalities and the different
behavioural categories of employees
- Understanding and assimilation of information by
different cultures
- Rationality and degree of decision making
predictability
- Psychic distance and relevant risks management
- Language problems and solutions
- The costs and risks when managing an intercultural
organization
- Designing Intercultural value chains
- Culturally responsible international marketing
- Using the advantages of cultural groups in favour of
the firm’s structure
|
HRWB5. EMOTIONAL INTELLIGENCE DEVELOPMENT TOWARDS EFFICIENCY AND SATISFACTION
| Programme Title |
Emotional intelligence development towards efficiency
and satisfaction |
| Secondary Disciplines |
SR, OM, INT, CSR |
| Applicable to |
All types of companies |
| Programme Type |
A, B and C |
| Description |
- Analysis and explanations of the meaning of Emotional
Intelligence
- Importance of Emotional Intelligence in business
organizations
- Analysis of differences between IQ and EQ
- How does the IQ affect us and how does the EQ?
- Can we change our EQ? — Analysis
- Emotional Intelligence and emotional competences
- Emotional Intelligence as antecedent to corporate
performance
- Emotional intelligence and its impact on leadership
and professional performance
- Emotional intelligence as critical skill for good
leaders to become great
|
FIN1. BUSINESS AND FEASIBILITY PLANS METHODOLOGY AND EVALUATION
| Programme Title |
Business and feasibility plans methodology and
evaluation |
| Secondary Disciplines |
SR, OM, MKT, HR, M&A |
| Applicable to |
All types of companies (including start-up or young
micro-companies). Business Development, Financial planning and
high-end decision making departments |
| Programme Type |
A, B and C |
| Description |
- Business Plan structure detailed analysis
- Financial calculations for examining the feasibility
of a project or venture
- Evaluation process of new business ideas
- Final planning prior to implementation
- Legal aspects and different risks
- Company structure optimization through different types
of companies and structures such as holding etc.
- Operations design towards creation of production and
distribution chains
- Full Analysis and examples of complete marketing plan
- Examination of mainstream strategy models such as
Porter Forces, SWOT, PESTEL …
- Accurate feasibility test methods and formulas prior
to investment and implementation
|
FIN2. EVALUATING BUSINESS IDEAS AND OPPORTUNITIES
| Programme Title |
Evaluating Business ideas and opportunities |
| Secondary Disciplines |
SR, M&A, FIN, OM, INT, HRWB |
| Applicable to |
All types of companies |
| Programme Type |
A, B and C |
| Description |
- Transforming an idea into a business
- Procedural feasibility verification
- Business Plan structure detailed analysis
- Financial calculations for examining the feasibility
of a project or venture
- Evaluation process of new ideas
- Final planning prior to implementation
- Legal aspects and different risks
- Company structure optimization level tests
- Operations design towards creation of production and
distribution chains
- Full Analysis and examples of a complete marketing
plan and potential development for the examined venture
- Examination of mainstream strategy models such as
Porter Forces, SWOT, PESTEL …
- Accurate feasibility test methods and formulas prior
to investment and implementation
|
MKT1. NETWORK BUILDING
| Programme Title |
Network building |
| Secondary Disciplines |
SR, INT, OM, M&A |
| Applicable to |
All types of companies (especially SMEs with no
international activity) |
| Programme Type |
A and B |
| Description |
- Mainstream BB Marketing analysis and practical
examples
- Networking mainstream models examination
- Examination of all available forms of collaboration
- Examination of customized form of collaboration
- Tools and methods for optimal corporate bonding
- Risks and discrepancies management
- Outsourcing dilemmas and options
- Mainstream international behavioural aspects towards
collaboration building
- Operations adjusting towards collaborations (volume of
production, product customization, feedback models to apply
etc.)
|
MKT2. MARKETING OPTIMIZATION
| Programme Title |
Marketing optimization |
| Secondary Disciplines |
SR, FIN, OM, INT, CSR, HR |
| Applicable to |
All types of companies |
| Programme Type |
A, B and C |
| Description |
- Marketing mainstream theory examination
- BB and BC analysis, separation and analysis of common
traits
- Digital Marketing tools and outcomes analysis
- Analysis of the most efficient available tools
- Building a feasible Marketing plan both for product
and service companies.
- Market Analysis Tools and training (Statistical data
analysis, SWOT, Porter etc.)
- Financial analysis and selecting the appropriate
marketing tools
- Restructuring the distribution chain towards optimal
Marketing
- Outsourcing solutions for marketing performance
- Networking and collaborative marketing
- CSR and its importance in a marketing campaign
- Design of national and international marketing
campaigns
|
OM1. OPERATIONS OPTIMIZATION AND DEVELOPMENT
| Programme Title |
Operations Optimization and development |
| Secondary Disciplines |
SR, FIN, MKT, INT, HRWB, IT |
| Applicable to |
All types of companies |
| Programme Type |
A, B and C |
| Description |
- Supply chain design and evaluation
- Distribution chain design and evaluation
- Value chain design, optimization and evaluation
- Outsourcing opportunities and relevant costs
- Outsourcing related risks and conflicts of interests
and ways to avoid them
- Creating a procedural, qualitative competitive
advantage towards differentiation
- Optimization and homogenisation of procedures and
tasks
- Methods for reducing idle time in production through
mainstream practices
- IT advanced available tools for OM optimization and
efficiency maximisation
- IT tools for OM control and reduction of financial
expenditure
- Examination of the sociological profiles of employees
and redistributing staff optimally in the positions of the
restructured company
- International and Intra-national value chains design,
selection of partners and system creation for adapting all
processes (outsourcing optimization).
|
OM2. OUTSOURCING TOWARDS OPTIMIZATION
| Programme Title |
Outsourcing towards optimization |
| Secondary Disciplines |
SR, FIN, MKT, INT |
| Applicable to |
All types of companies |
| Programme Type |
A and B |
| Description |
- Mainstream outsourcing theory and important aspects
- Examination of available outsourcing options
- Detailed examination of OEM and Private label systems,
the embedded benefits and risks
- Examination of practical examples
- Outsourcing towards internationalization and
geographical optimization
- Costs, risks and potential conflicts of Interests
management and minimization methods
- Outsourcing towards marketing, promotion and sales
efficiency
- Application of agency theory elements in a fully or
partially outsourced structure
- In-house and outsource arbitrage in a value chain
- The financial aspects of outsourcing, calculation of
future costs as well as risks and the methods towards better
control
|
