Questionnaires Login
business case
| The business case for a client investing in a third-party intervention includes: | Observations: |
|---|---|
Investment required: |
|
|
1. Provider's fees are always less than abstractions, & for large groups can be less than expenses. 2. It's self-serving to say that low fee providers are usually a false economy. True nonetheless - providers charge the fees they can command. |
|
|
|
|
Return on that investment: |
Spencer (2001) showed that emotional competence based interventions give eight times the ROI of traditional training. |
|
Improving sales competencies by one standard deviation increases sales by 123%-667%. |
|
In our 2004 survey 90-98% of GKP programme attendees reported significant impact. |
|
In our 2004 and 2007 surveys GKP programme attendees reported our impact growing for at least two years & sustaining for at least three. |
Balance of risk: |
|
| If we intervene: | |
|
Zest & emotional competence have been shown to improve long-term growth in shareholder value by 38% (RSA 1996), and business unit profits by 110%-390% or 2-8 times as much as intellect alone (Boyatzis 1999). |
|
We guarantee results or our fees refunded. This guarantee has never been called. We have a seven year, 100% record of delivering client objectives. If we can't fix it, we say so. |
|
|
| If no intervention made: | |
|
The probability is 100%, unless you can fix it internally. The costs may be hard to quantify, but they're likely to be significant or you wouldn't be looking for solutions. And they'll be many times the cost of an intervention which we guarantee will deliver. |
