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Business Management Toolbox - Certified training programme in Management

In collaboration with
  • Icon Sur demande
  • Icon 40 h
  • icon Formation présentielle
  • icon Formation à distance
  • icon Cours du jour
  • icon Parcours certifiant
  • Icon English (UK)
  • Icon EG031PC
1 250,00 EUR


(+3% TVA)

   Cette formation est proposée sous forme de formation présentielle et à distance. En savoir plus


Business executives and managers need management skills if they wish to effectively carry out their tasks. To meet this need, we have set up a multidisciplinary training programme based on the main areas of business management and administration.


Upon completion of this path, participants will be capable of:

  • steering their business in a rapidly evolving economy

  • stimulating growth and accelerating transformation by means of strategic innovation

  • setting up a commercial strategy

  • mastering the basics of financial management/planning and performance measurement

  • uniting others in respect of a common vision and mastering the keys to supervising and motivating teams in order to achieve efficient project management

  • identifying the main legal obligations of the company executive, having acquired a basic knowledge of company law


MODULE 1 - Business strategy

  • Developing the ability to steer a business in a rapidly evolving economy

  • Learning methods: Virtual class / Autonomous learning


  • The definition of the strategy

  • The origins of the strategy

  • Vision and strategic mission

  • The values and culture of the business

  • The strategic capacity of a business

  • Porter’s generic strategies

  • The Ansoff Matrix for developing market strategies

  • Strategy and business models

  • Portfolio management

MODULE 2 - Innovation & Digital transformation

  • Stimulating growth and accelerating transformation by means of strategic innovation

  • Learning methods: Virtual class / Autonomous learning


  • Introduction to strategic innovation for new growth, using inspirational examples

  • Learning the basics of Design Thinking, Lean Start-up, and the Agile Approach for devising, creating and launching innovations

  • How and where to find opportunities for innovation and new growth

  • Understanding clients and ‘jobs-to-be-done’

  • Customer experience mapping

  • Defining opportunities for innovation

  • Devising, creating and launching innovations

  • Devising one’s offer: products, services and customer experiences

  • Innovation in the commercial and income models

  • Defining one’s innovation

  • Launching one’s innovation

  • Lean Start-up and the Agile Approach in a corporate context

  • Experimentation and prototyping

MODULE 3 - Marketing & Communication

  • Setting up a commercial strategy

  • Learning methods: Virtual class / Autonomous learning


  • Strategic marketing and operational marketing

  • Commercial and non-commercial marketing

  • Goods vs services

  • The notion of ‘need’

  • The notion of ‘client’

  • The product

    • Segmentation

    • Targeting and positioning

    • Product lifecycle

    • New products

  • Branding

    • The roles of branding

    • Brand name

    • Brand capital

  • Distribution

    • Offline, online and multichannel distribution

    • Distributor brands

  • Price

    • Choosing a price

    • The price of new products

    • Price positioning and prestige pricing

    • Price according to perceived value

    • Price according to economic advantage

    • Market price and flexible prices

  • Communication

    • The objectives of communication

    • Media advertising

    • Digital marketing

MODULE 4 - Finance & Performance

  • Acquiring basic knowledge of financial management/planning and performance measurement

  • Learning methods: Virtual class / Autonomous learning


  • Financial management

    • Understanding accounting and bookkeeping entries

    • Drawing up a balance sheet and a profit and loss account

    • Commenting on one’s balance sheet notes

    • Analysing a financial situation

    • Knowing the basics of management control

    • Assessing an investment or an opportunity

    • Budgeting, drawing up a financial plan

    • Knowing the main management software suites

  • Performance measurement

    • Difference between indicators for monitoring performance (reporting) and management indicators

    • Diagnosis by the participants of their own indicators

    • Performance modelling as justification for selecting indicators: the aims and the variables involved

    • The two main modelling methods: the Balanced Scorecard (BSC) and the OVAR matrix

    • Construction of a performance model using the BSC method (e.g. strategic card) and the OVAR method

    • The passage from modelling performance to selecting indicators

    • Organising a dashboard of indicators

    • Presentation of practical issues involved in creating a dashboard

    • Limits of the dashboard

MODULE 5 - Leadership & Change Management

  • Uniting others in respect of a common vision and mastering the keys to supervising and motivating teams in order to achieve good project management

  • Learning methods: Virtual class / Autonomous learning



  • Developing leadership skills: from manager to leader

    • Difference between management and leadership

    • Leadership: difference between power and authority

    • Definition and functioning of a team

    • Role of the manager-leader

    • The different forms of leadership: discovering one’s own style of management and its effects depending on the individuals and the situations encountered

    • Positioning one’s role as a leader in the organisation

    • Optimising one’s winning attitude and increasing one’s positive influence on one’s environment

  • Developing the skills management requires

    • Differences between process and project

    • Difference between effectiveness and efficiency

    • Organising one’s own activities and priorities according to objectives (MBO - setting a SMART objective)

  • Developing the qualities leadership requires

    • Listening

    • Demonstrating assertiveness

    • Controlling while motivating

    • Developing recognition

    • Conflict management

  • Building trust

    • Know how to assert oneself when facing others

    • Understanding the principles of transmitting a message

    • Establishing a relationship of trust: levers and restraints

  • Delegating in order to empower: delegation and teamwork

    • The role of delegation

    • Delegation and communication

    • Limits to delegation

    • The relationship between delegator and delegatee

Change management

  • Leading change - the concepts

    • Definitions: leading change, transformation, change, transition

    • Types of change

    • Factors of failure and resistance – factors of success

    • Directive logic and participative logic   

    • Adapted Kübler-Ross Change Curve

    • Kurt Lewin’s Change Management Model: unfreeze – change – refreeze  

    • John Kotter’s 8-Step Process for Leading Change

    • Procedure for solving a complex problem

  • Procedure for leading change

    • Diagnosis

    • Deployment: transition levers

    • Steering

  • Communicating in the context of a project

    • Basic principles of communication (interactive communication and unilateral communication (push and pull), types of communication, possible channels)    

    • Communication within the project team 

    • Communication within the business

    • Get the people involved on your side

    • Establishing a communication strategy

    • Drafting a communication plan in a project

    • Good practices for effective communication in a project

    • Summary and individual action plan

MODULE 6 - Regulatory Framework 

  • Knowledge of the main legal obligations of the business executive and acquisition of basic knowledge of business law

  • Learning methods: Virtual class /  Autonomous learning


  • Introduction and general principles

  • Liability of the executive/the business

  • Distinction between the different types of liability

    • Civil liability

    • Criminal liability

    • Tax liability

    • Liability in the event of insolvency

  • Basics of labour law

  • Basics of commercial law

  • Law of contract: basic principles and commercial contracts

Target audience

  • Executive of small or medium-sized business

  • New manager who has acquired sufficient experience to be responsible for a team; person with more than ten years’ experience but no initial training in management; needs to cope with new responsibilities, and needs to learn everything about this new role

  • SME manager in direct contact with the business’s executives

  • Young manager in a defined career plan within the business who needs to upgrade and prove his/her knowledge in order to be considered for promotion

  • Employee aiming at a managerial position

  • Employee with ambitions of promotion who decides on his/her own initiative to train in order to improve his/her skills and prove they have been acquired.

  • Self-employed person whose business has developed considerably over the years, and now has to manage people and unite them in respect of his/her vision

  • New business manager

  • Person who has recently been given responsibility for managing a project, activity, budget, etc. within a large organisation


Upon completion of the course, participants will receive a certificate of success issued by the House of Training and the House of Entrepreneurship


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