1. 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.:

2. 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 $
Skupna vrednost štipendij je 2 x $
Za FULL TIME mednarodni MBA program (CIMBA – Consortium of Universities for Inernational Studies) z diplomo Ameriške to 50 univerze,
Za šolsko leto 2012/13

3. 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:
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?

4. 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
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.

5. 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?

6. 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
Izbira do dveh najprimernejših kandidatk/ov do
Priporočilo UO ZMCS izbranim kandidatkam/om na CIMBA do
Kontaktna oseba je Dušan Stopar: /
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?