MEDNARODNA MBA ŠTIPENDIJA » Štipendija Stefano Andreello za nadarjene svetovalce « Stefano Andreello Memorial Scholarship Stefano Andreello was a CIMBA alumnus (MBA Class of ‘93) Partner in Accenture Returns to CIMBA as Co-director for CIMBA Business Advisement and professor at the CIMBA Undergraduate program. In 2006, at the age of 41, he tragically passed away from injuries sustained in a motorcycle accident. CIMBA has established a memorial scholarship in his name for MBA students who possess his spirit and enthusiasm for learning and inspire others. Ljubljana, 4. September 2012 Dušan Stopar, univ. dipl. ing. Tel.: + 386 41 353577 E-mail: stopar.dusan@gmail.com

Skupna vrednost štipendij je 2 x $ 14.000. Priložnost Dve štipendiji Stefano Andreello v višini 2 x $ 9.000 za posebej nadarjene svetovalce iz Slovenije. Poleg tega še dve štipendij v skupni vrednosti 2 x $ 5.000. Skupna vrednost štipendij je 2 x $ 14.000. Za FULL TIME mednarodni MBA program (CIMBA – Consortium of Universities for Inernational Studies) z diplomo Ameriške to 50 univerze, Za šolsko leto 2012/13

TIPPIE School of Management in CIMBA & Full-time mednarodni MBA. Lokaciji v Italiji in v ZDA. 36 Partnerskih univerz in predavateljev. Udeleženci iz 40ih držav. Trajanje 11 mesecev. Diploma University of Iowa (AACSB). Povezava: http://tippie.uiowa.edu/euromba/ 1. Slide speech: In the presentation wie will move from first steps in gaining business, through problem and objective definition to methodology, architecture and lesson learned. In the process we will answer the folowing interesting questions: Gaining Business and Increasing Volume => Q1. What is the size (MCs revenue potential wise) of a project lead still feasible addressing in the pipeline? Problem, Objectives , Design and Quick Wins Project Methodology, Structure and Results => Q2. How are your project results and speed defined by the methodology you use? Project Team and Stakeholders => Q3. How important is staffing of the project team and stakeholder relationship management? Project Findings & Lessons 2. Presentation structure: While going trough the presentation I will point out my role in the context of the project and learning, pros and cons and, if we have the time, I will also point out the key differences between similar project experience in EY and CGEY. 3. Transition: So how did we come to be involved in this project?

Šolnina in štipendije Tuition for CIMBA FULL TIME MBA Program $ € (+) PROS: Performance at the TTT Client (Top Concept) relationship building Proactive commercial offer Δ(CGEY-SBC): CGEY: Personal contact with head-office vs. SBC: Entering as a subcontractor. GM: 60% vs 43% (MU: 145% vs 87%) (-) CONS: OMV relationship was week Δ(EY-SBC): EY: Dry contact and call-back in 6months. SBC: Entering as a subcontractor. GM: 70% vs 43% (MU: 233% vs 87%) Tuition for CIMBA FULL TIME MBA Program $ € Fall and Spring 25.775 20.499 Summer 3.500 2.784 Full Tuition 29.275 23.283 Board of Advisors scholarship -3.000 -2.386 GMAT scholarship (650 or more) -2.000 -1.591 Stefano Andreello Scholarship -9.000 -7.158 Full Scholarships -14.000 -11.134 Total Tuition = Full Tuition - Full Scholarships 15.275 12.148 Tuition Loan (max.) -4.000 -3.181 Total Tuition - Tuition Loan 11.275 8.967 1. Gaining business: We have been selected as one of the subcontractors to implementation of a pilot project with potential to grow for and IOC (OMV). We did not know at the time what was that exact potential, we could only assume that it could grow in size by 5-times due to ration between pilot number of GS and total number of GS. We had one competitor that was also selected to be one of two subcontractors in SI. Due to their absence, my outstanding performance at TTT, my client relationship building and our commercial offer they could not refuse we have gained 100% from the initial 50% of the total business. The Offer: All the initial trainings were to be performed FOC if the attendees were not satisfied with my performance. We were willing to do that under one condition: all of pre-planned trainings of ours and the competitors were to be performed by our staff). (Second step: Direct contract with OMV without an intermediary.) 2. Role: Trainee at the introductory TTT session / Responsible for shaping of the commercial offer / Client relationship building 3. Transition: Why did the client (OMV) look for an external expert help? What was the problem? OPOMBA: Več o stroških in štipendijah najdete v prilogi Program Costs FT2013 Andreello scholarship - USD.pdf.

Alumni (+) PROS: Δ(CGEY-SBC): (-) CONS: Δ(EY-SBC): Fast implementation Quick results Δ(CGEY-SBC): CGEY: Paralel streams SBC: Self-conatined /assesed activities RESULTS: delayed measurement (-) CONS: Strategically limited Limited scope of results Δ(EY-SBC): EY: Consecutive activities- SBC: RESULT: delayed measurement of effects Slide speech: During that time our direct relationship with OMV A has been developed. We had established reputation as a reliable partner that can deliver sizable results in a short period of time. A contract for another round of POS coachings was signed. What has affected the decision of OMV to sign a yearly contract with us was the results from the second round of POS active sales trainings and also the new methodology we (me personally) have developed to match our client’s needs. …….. PROBLEM /OBJECTIVES: Due to our client’s slowly decreasing profits objective was to make sustainable improvement in three fields: Standards, Customer orientation and Active selling. Three key new features of mine methodology: • »bottom-up« approach (beginning with the product and concluding with the competency), • total adaptability of the modular methodology with the client’s needs (principal element-cycle modularity enables the design of customized methods in practice), • the analysis is minimized in time and continually performed (the time for analysis is being cut down from one month and a half (1,5) to a maximum of five (5) days). Slide speech: All of these 14 activities were planed, designed, implemented, measured, analysed and reported in the time period of 16 months. Excellent results and that our client OMV became the most desirable gas retailer in the country according to an independent research were the result of thorough client relationship management, methodology , thorough programme management and cohesiveness of the team from both sites. Role: Programme manager Responsible for methodology development, implementation and validation. Transition: So what made that team work the right way to produce results like that?

Prijava Posredovanje prijave in CV-jev na ZMCS do 9.9.2012. (+) PROS: Fast implementation Quick results Δ(CGEY-SBC): CGEY: Paralel streams SBC: Self-conatined /assesed activities RESULTS: delayed measurement (-) CONS: Strategically limited Limited scope of results Δ(EY-SBC): EY: Consecutive activities- SBC: RESULT: delayed measurement of effects Posredovanje prijave in CV-jev na ZMCS do 9.9.2012. Izbira do dveh najprimernejših kandidatk/ov do 10.9.2012. Priporočilo UO ZMCS izbranim kandidatkam/om na CIMBA do 10.9.2012. Kontaktna oseba je Dušan Stopar: stopar.dusan@gmail.com / 041353577 Slide speech: During that time our direct relationship with OMV A has been developed. We had established reputation as a reliable partner that can deliver sizable results in a short period of time. A contract for another round of POS coachings was signed. What has affected the decision of OMV to sign a yearly contract with us was the results from the second round of POS active sales trainings and also the new methodology we (me personally) have developed to match our client’s needs. …….. PROBLEM /OBJECTIVES: Due to our client’s slowly decreasing profits objective was to make sustainable improvement in three fields: Standards, Customer orientation and Active selling. Three key new features of mine methodology: • »bottom-up« approach (beginning with the product and concluding with the competency), • total adaptability of the modular methodology with the client’s needs (principal element-cycle modularity enables the design of customized methods in practice), • the analysis is minimized in time and continually performed (the time for analysis is being cut down from one month and a half (1,5) to a maximum of five (5) days). Slide speech: All of these 14 activities were planed, designed, implemented, measured, analysed and reported in the time period of 16 months. Excellent results and that our client OMV became the most desirable gas retailer in the country according to an independent research were the result of thorough client relationship management, methodology , thorough programme management and cohesiveness of the team from both sites. Role: Programme manager Responsible for methodology development, implementation and validation. Transition: So what made that team work the right way to produce results like that?