If you provide face-to-face and classroom based training courses, we can help you to increase your revenue stream and reduce the cost of delivery

We’ll work with you to develop online courses, branded with your company identity, that match the tone, character and interactivity levels of your existing in-class courses.

Your delegates can work at the pace they choose, within boundaries you’ve developed for them. As they reinforce, refresh or add to the knowledge they’ve already gained, they grow in confidence – and you can monitor their progress and relay it to their managers.

Our eLearning is tailored to your budget and bandwidth and can be SCORM compliant, web, pad and mobile ready.

A consistent approach from your Channel is the key to maintaining brand awareness and increasing sales and margins

Our market-leading Channel Academies are used by Channel Directors and Marketing Directors across many sectors to maintain end-to-end value from vendors and distributors. Whatever the shape of your channel strategy, we'll help you develop an online learning environment tailored to your partners’ needs.

With eLearning materials developed in conjunction with the British Standards Institute, and accredited training libraries backed by bodies such as the Institute of Sales and Marketing Management, Institute of Leadership and Management and City and Guilds, Growth Engineering are the vendor of choice for successful channel-based businesses.

A tailored Channel Academy will enable you to:

• Provide training to quickly enable partners to sell a new product or service and help new recruits learn about existing products
• Communicate sales and marketing strategies clearly to your partners and  enable them to adapt it to their own needs whilst applying best practice
• Maintain a high standard of customer service performance through consistency of approach
• Introduce a set of competencies to provide clarity as to ‘what good looks like’
• Share best practice through knowledge sharing
• Encourage healthy competition among partners by showing how they perform  in network through partner league tables

In order for training to make an impact, you need to make sure that the individuals involved are engaged and want to DO the training.

In order for individuals to engage, there needs to be a clear “what's in it for me?

What’s in it for me? That question drives almost every decision we make. 

From the moment we wake up in the morning, “What’s in it for me” is the 

subconscious mantra playing quietly in the back of your head. These five 

words help you choose what clothes to wear, what people 

you listen to, how you priorities your work, what calls to make, what work you do, and so on. 

"What’s in it for me?" is not always about what we will get, it is often about how we will feel.

We're often inspired to do things for the feelings of pride, recognition, compliance, furthering career. or knowledge, enjoyment, etc. Our subconscious mind helps us make appropriate decisions based on our experience, motivation, and our prediction of the rewards and risks associated with our actions.

A clear “Whats in it for me?” is often overlooked in training, this means that although training is made available to staff, individuals are not interested and don't take advantage of it.  Feed back will be, “I am too busy”, “I have other more higher priorities” etc.  

In many organisation, training is available but is just not utilised.  Long-term organisations have a real problem if individuals do not develop, as the organisation will be unable to change, grow and cultivate new talent and fresh ideas.

So it it vital that when training is made available it it ‘joined up’ and that, for individuals, it is linked to a clear “What's in it for me?”

We use the following tactics to get learners engaged:-

1. Tie the learning to annual appraisals, make appraisals a form of training needs identification
2. Make the learning part of 'role competencies' and a requirement for promotion
3. Conduct training needs assessments prior to the training to ensure that the training is relevant to the individual
4. Ensure there is a recognition for the training done i.e. certification, or a virtual badge
5. Make sure the recognition is visible, create leader-boards
6. Roll up the training into qualifications that are necessary for role-development and promotion

These tactics have allowed us to help our clients increase revenue and margin performance by 30% within 3 months.