The participant takes on the role of a Commercial Account Manager for a Bank and meets a customer from Guardeno Industries, a global glass manufacturer. Following an international glass fair, a series of fraudulent actions have been identified across various Guardeno employee accounts which have caused security, compliance and customer service concerns. The participant is required to gain an understanding of the key facts and then meet the customer. The issues are complex and there is fault on both sides.
The participant works for Glebel Foods, a fast moving consumer goods (FMCG) company that manufactures cakes, biscuits and snackfoods. The participant takes on the role of Customer Trading Director with overall responsibility for the trading strategy across all channels and products in the Snackfoods Division. The task is to meet with the Group Procurement Director of a supermarket chain to agree how the two companies can work more effectively and grow sales of snackfoods products.
Daydream is an international travel agency with branches in the high streets of most cities and large towns. The participant plays the role of a manager with responsibility for selling holidays aimed at the over fifties market. On joining the company he/she was given specific responsibility for revitalising this area of the business. The participant has to meet with a regional head of sales to persuade him/her to give more emphasis to the over fifties market sector and gain his/her support for a range of initiatives that the participant would like to put in place.
In this exercise the participant takes on the role of a national sales manager working for a travel company. He/she is required to meet with one of his/her regional sales managers who has been experiencing problems with several members of his/her team and wants some guidance on how to manage these. The exercise calls for the participant to guide the regional manager in how best to coach and develop his/her team. This role play simulates a meeting where a senior manager has to coach and develop a subordinate manager to manage his/her team effectively.
The participant assumes the role of a depot manager in a parcel delivery company. He/she is asked to hold a review meeting with a night shift manager. Issues that require discussion include managing crisis situations, achieving targets, customer focus and security. This exercise can be used on a standalone basis or in conjunction with the Passel Beech Valley in-tray exercise.
In this exercise the participant takes the part of a business manager working for an IT company called Let Us
Help (LUH). He/she meets with a colleague, Jo, who is a sales manager in the same company and is responsible for selling LUH’s services in a particular region. The participant is not Jo’s boss but has overall responsibility for the sales success of one of the services Jo is selling. The participant must coach Jo to enable him/her to improve his/her sales performance.
The participant assumes the role of Head of Corporate Banking for Balcon Bank. His/her task is to hold a discussion with one of his/her direct reports, Jamie Stevenson, the Head of Management Buy Outs, about his/her performance. The participant is given information about Jamie’s performance which includes the results of a recent 360 degree feedback exercise; customer feedback; a member of the team’s exit interview report; some information about the Bank’s strategic priorities and a potential new revenue opportunity. He/she must then prepare to hold a 30 minute meeting with Jamie.
As the newly appointed strategy and performance director for Vorlinden PLC, an insurance company offering general insurance products (i.e. non-life). Vorlinden is at a crossroads and the participant has been recruited to develop a strategy to take the business forward. He/she is provided with information including: the annual financial statement; policy sales/ renewal data; European insurance spend data; board member views; staff turnover figures; staff and customer survey; a proposal for combining call centre operations and details of two possible acquisitions.
The participant takes on the role of a sales and marketing consultant who has been asked to give advice to
Working for an IT consultancy, the participant is asked to devise a resourcing plan to ensure that the needs of each of the two new big contracts are met. Options include using contractors or training internal staff using quick, but expensive, training or longer-term study on the job with skilled personnel. The options has varied cost, timescale and sustainability implications.