RONIN ENTERPRISES AN OVERVIEW 1

WINNING IN YOUR MARKET THROUGH LEADERSHIP EXCELLENCE 2

WINNING IN YOUR MARKET THROUGH SALES SUPERIORITY 3

THE RONIN APPROACH – HOW WE PROVIDE VALUE 4

SALES AND LEADERSHIP CASES 6

RONIN ENTERPRISES 10

TABLE OF CONTENTS

1

It would be hard to argue that in the current competitive business environment, companies need leadershipexcellence and sales superiority as never before.

For fifteen years, Ronin Enterprises has shared with clients the premise that leadership and sales talent must bedeveloped and continuously improved - as an essential component in a company’s total business strategy. At itssimplest level, our commitment is to partner with clients to increase the value their employees bring to thecompany, and to the company’s stakeholders.

What differentiates us is:• Learning linked to each client’s business objectives, strategic vision, and core competencies• Customized intense learning experiences that transfer the responsibility for on-going personal development

from the trainer or facilitator to the workshop participant• Structuring leadership and sales projects as complex change initiatives for the individual learner and the

organization as a whole - in order to ensure that the learning “takes” and is sustained• Partnering with clients to ensure that they own what we help them create, and can leverage it after the

project is completed

While we started out as a training company, we now specialize in creating and implementing flexible learningexperiences that can include any of the following components in an integrated, blended approach:

• Pre- and post learning assessment and individual development plans, whether through 360° feedback orother methods

• Discovery-based, self-managed group sessions that build competence and confidence within participants• Customized simulations that immerse learners in the real world challenges they will face back on the job• Technology tools and resources including web-based learning and knowledge systems• Field experiences and action learning projects that transfer learning to the client’s priority business needs

• Follow-up coaching and mentoring to ensure sustainability

We recognize that partnership is the best way to create value for our clients; we also know that achieving this levelof partnership takes time and trust. We build that trust through a passionate commitment to excellent service, ahigh level of responsiveness and flexibility as clients’ needs change, and an unswerving focus on producing businessresults.

AN OVERVIEW

2

Competitive organizations know that they need leadership excellence at all levels of the organization, not just at thetop. But achieving that goal in today’s world means re-thinking what “leadership” means in practice, not justtheory.

Ronin Enterprise’s fifteen years of experience in leadership development convinces us of the following fundamentalsof leadership. In practice, as opposed to theory, we believe leadership is about:

• Making smart, tough choices under tight time and emotional pressure.

• Balancing equally demanding, apparently conflicting priorities such as:- strategically planning for the future while also responding immediately to tactical opportunities and

threats- achieving short-term financial goals while also building long-term sustainable growth- nurturing and developing people while also holding them accountable to the highest professional

and ethical standards- encouraging dialogue and consensus while also acting decisively- welcoming diversity while also building a coherent, strong, adaptive company culture.

• Envisioning and communicating a shared sense of purpose, direction and meaning that guides theorganization through unpredictable, unprecedented change.

• Earning the willing commitment of all stakeholders: investors, customers, end users, suppliers, employees,colleagues, one’s own bosses, and often the community as a whole.

• Building an organization with a passion for continuous improvement, not just in core business processes,but within people themselves.

• Acting as a trustworthy role model and champion of the values of the organization.

• Acting with courage and resilience in the face of one’s own fears, doubts and vulnerability.

Leadership is played out in the following areas of business life:

• SELF – one’s personal values, goals, strengths andvulnerabilities

• W ORK G ROUP – whether a line or functionaldepartment or the senior leaders of an organization

• O RGANIZATION – building commitment acrossfunctional boundaries

• The external ENVIRONMENT of customers, end users,suppliers and competitors

Ronin develops leaders by placing them in realistic situationsthat reflect the actual challenges they currently face or willencounter in the future. Within these highly structured learningexperiences, growth in one dimension of leadership, such asthe ability to motivate a team to excel, transfers over to theother dimensions in terms of new insights and new learningchallenges.

For a discussion of how we do this, see THE RONIN APPROACHon the following pages.

WINNING IN YOUR MARKET THROUGH LEADERSHIP EXCELLENCE

3

In today’s competitive business-to-business selling environment, sales superiority is no longer simply about “sales” –generating revenue. Competitive success relies on the ability of the entire sales organization to meet complex,often unique business needs. Competitive success is measured in new ways too – not merely numbers that reflectrevenue alone, but on the growth of sustainable profits from long-term, high value, loyal customers.

An analysis of industry leaders reveals the following current and emerging best sales and sales managementpractices:

• A shift from emphasis on a company’s products to the value it adds to its customers.

• Commitment by sales people and managers to on-going learning and continuous improvement as a way oflife.

• Evolution of the sales manager into transformational leader and coach

• Differentiation based on value created -- this value is defined by each individual customer’s unique goals; inB2B selling, value is created by the customer’s success with their customers.

• A change in sales emphasis from closing to creating loyal, profitable long-term customer partnerships.

A new set of emerging core sales competencies match the changing role of the sales person: creative thinking andbreakthrough action; high-level communication, questioning and dialogue skills; win/win consensus building;

business analysis; and strategic thinking skills.Sales Superiority is the result of the integration of three core competency areas, in the larger context of serviceexcellence and customer loyalty and retention:

• ACCOUNT PLANNING - learning how to continuously increasethe value you create for customers as the best way to buildyour business

• SELLING SKILLS MASTERY - taking responsibility for learningand applying the highest possible level of selling skills as ifyou were a championship athlete

• ON-GOING LEARNING – working independently and withyour manager to continuously upgrade knowledge andcapabilities

Using “high tech” and “high touch” methodologies, Ronin developssales people and managers by helping them master the toolsassociated with effective, proactive planning, immersing them inhighly realistic, demanding skill-building experiences, and fostering ahigh level of coaching teamwork between managers and their salesteam.

For a discussion of how we do this, see THE RONIN APPROACH onthe following pages.

WINNING IN YOUR MARKET THROUGH SALES SUPERIORITY

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MASTER WHAT MATTERSBecause each company has its own unique identity in its marketplace - or wants to change how it comes tomarket - we advocate a customized approach that defines these core competencies in ways that make ourclients distinctive.

KEEP IT SIMPLE…AND SIGNIFICANTPart of our added value to clients is the ability to help them prioritize - and usually simplify - what they wantpeople to learn and master. We do that by focusing on how learning translates into action that supports theclient’s mission, vision, values and strategic goals.

BASE LEARNING ON ASSESSMENTBecause effectiveness as a leader or salesperson is increasingly measured by how one relates to a wide range ofinternal and external stakeholders - and not simply one’s immediate boss - feedback and assessment needs toreflect this complex view of performance. We are skilled at developing learning experiences that are groundedin this rich perspective, whether generated by 360° feedback or other assessment processes.

FOSTER PERSONAL ACCOUNTABILITY FOR LEARNINGWe build complex experiences that invite participants to take responsibility for their own learning and masteryof the ideas and skills being introduced by:• Creating learning challenges that consistently take participants “out of the box” of their current

assumptions, beliefs and behaviors• Linking learning to the participant’s personal and career goals and supporting the learning with individual

development plans• Presenting program content using discovery-based learning so participants “own” the ideas, techniques,

models they learn• Providing opportunities for learners to receive feedback from peers throughout the learning experience• Supporting the program with management coaching and mentoring.

CHALLENGE PEOPLE TO CHANGEPeople learn when they are required to act and think “out of the box” of past experiences and preconceivedbeliefs - while also feeling “safe” to engage new concepts and try new behaviors. We design complex, multi-faceted learning experiences that accomplish this goal. Typically, these experiences include a mix of:• Formal group sessions based on adult discovery learning principles rather than lecture• Customized simulations that put participants in the challenging environment in which they will need to lead

or sell• Web-based access to critical content to facilitate just-in-time access to ideas, tools and resources as well as

sharing of best practices• Action learning and on-the-job assignments that invite participants to use what they learn in real-life

applications

THE RONIN APPROACHHOW WE PROVIDE VALUE

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SUSTAIN IMPROVEMENT OVER TIMEWe work with clients to design learning experiences that evolve over time - from 12 weeks to 12 months - inwhich participants are motivated to continuously improve, develop new skills sequentially, and apply conceptsand tools to increasingly more challenging situations.

COACH PEOPLE TO SUCCEEDWe counsel managers on how to continuously upgrade the team’s competitive strength by constantly hiring,developing, and retaining the best talent. Focusing on “coachable moments,” we provide this kind of coachingsupport through combinations of:• Personalized executive coaching by our expert facilitators• Coaching training and support materials for executives and managers• Formalized client-sponsored mentoring

MEASURE, EVALUATE AND REWARD RESULTSWe work with clients to build evaluation systems that:• Measure program success on all 4 levels of Kirkpatrick assessment and ROI• Link these measures to Balanced Scorecard criteria• Translate learning into “instant assessments” that enable a leader or manager to know, on a daily or weekly

basis, how well people are actually performing against the most critical measures of excellent performanceand business success.

CREATE A ORGANIZATIONAL CULTURE THAT EMBRACES CHANGEWe use our expertise in managing complex projects to help clients plan and implement strategies to winwidespread acceptance for new learning initiatives including:• Defining and executing a communication strategy• Identifying potential areas of resistance and planning how to gain commitment• Building program sponsor groups• Involving knowledge and practice leaders from senior management and the field as facilitators

THE RONIN APPROACHHOW WE PROVIDE VALUE

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INSURANCE/FINANCIAL SERVICES SALES AND LEADERSHIP PROGRAM

BUSINESS PURPOSE: To create a company-wide sales culture in order to be more competitive in the marketplaceand generate revenue growth.

CHALLENGE: The company had historically been successful with a service-based rather than a sales culture, butmarket conditions changed and sales had to take precedence. Given the major culture change required, the clientanticipated significant resistance from the managers and employees. Compounding the situation the CEO had setchallenging deadlines for the development and implementation of an intensive sale program.

RONIN’S RESPONSE: We created a customized, competency-based, blended sales training using both e-Learningand classroom workshops to focus the organization of the CEO’s goals and the means to achieve them. In additionto a website, we customized five workshops for different target groups within the organization.

Following the sales program we designed and facilitated a 5-day Leadership Development Workshop for fieldmanagers. After the workshop, all participants were coached for six weeks on the implementation of the leadership,strategic account planning, and breakthrough thinking skills taught in the workshop. The approach is illustrated inthe figure below.

PROJECT RESULTS:• The project was completed on time and on budget.• The company is experiencing a sales culture change and ownership is appearing at all levels in the

organization faster than anyone anticipated.• A common language derived from the sales and leadership program is permeating the organization.• Quarterly sales figures following the training are exceeding targets with credit being given to training as a

strategic factor in achieving the CEO’s objective.• The client has asked us to create leadership programs for four additional business units as well as a

coaching program.

RONIN SALES AND LEADERSHIP CASES

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FINANCIAL SERVICES SALES MANAGEMENT LEADERSHIP PROGRAM

BUSINESS PURPOSE: Our client wanted to transform branch office managers into executive leaders in their localmarkets and maximize the possibility of retaining top talent in the branch. This initiative represented a significantcultural change for the organization. A program for new branch office manager candidates was chosen to be thetactic of change throughout the company, with experienced branch officers to be used as facilitators.

CHALLENGE: The branch manager audience for this program was highly entrepreneurial and compensatedaccordingly. The success of the program and the active support of leading managers had to be earned. In addition,to insure the program’s validity facilitators for the program had to be recruited from among the company’s existingfield managers.

RONIN’S RESPONSE: We created a nine-month total learning system to build an almost entirely new set of criticalstrategic and tactical skills necessary for branch manager success and retention of the financial advisors in thebranch. The approach is illustrated in the figure below. This project included 3 week-long group sessions, designedusing self-managed teams in a discovery learning approach, with experienced managers providing real-worldfeedback for participants’ reports. Most content for the program was delivered via an e-Learning website (170 hoursof learning), and applied to participants work challenges through a web-based branch office simulation. Furtherengagement with field managers was created through field activities, action learning and mentoring. Woventhrough this learning immersion, were the 135 roles and responsibilities and the 20 competencies that defined thebranch managers position. We taught senior field managers and trainers to co-facilitate this program.

PROJECT RESULTS:• The project was completed on time and on budget.• The company praised program for giving them competitive advantage in the marketplace.• Client benchmarked the project costs at more than 2 times the project budget.• The training department repurposed many of the program learning components for other internal

audiences such as branch office administration.• The program is still being revised and updated yearly to reflect current issues/challenges and is conducted

yearly.

RONIN SALES AND LEADERSHIP CASES

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TECHNOLOGY SALES PROGRAM

BUSINESS PURPOSE: This high-technology company was embarking on a major culture change to be able tocompete in its rapidly changing market. As part of this organizational change, sales people were expected to sellintegrated solutions instead of products. This meant that the sales force of 6,000 would be executing a morecomplex sale, a skill not practiced in the organization up to that time.

CHALLENGE: Because the organization was experiencing wholesale changes, including projected downsizing, thesales force felt personally at risk and vulnerable. For these reasons, making the material meaningful and engaging tothe learners was especially challenging. Training 6,000 people in one year was logistically complex.

RONIN’S RESPONSE: We developed customized sales competencies to support the company’s new mission. Thedesign is illustrated in the accompanying figure. We then created and delivered a 3-week sales leadership programfor 6,000 sales people, taught by highly experienced trainers. This program provided the skills and business acumenfor the sales force to become solutions providers. Week One focused on sales communication and negotiation skills,Week Two on business acumen (strategy, macroeconomics, human resources, finance) and Week Three on problem-solving methods that participants applied directly to on-the-job challenges. Managers were also trained to coachand reinforce the skills and concepts introduced in the sales program.

PROJECT RESULTS:• The entire population was trained on time, on schedule, and on budget.• The trainers brought a new perspective in selling concepts to the field sales force and supported the

learners in adapting to change in their roles.• The field sales force matured in their ability to provide sophisticated solutions sales to their customers.• The company successfully managed massive change and rebounded to revitalize the organization with fresh

ideas and enhanced market valuation.

RONIN SALES AND LEADERSHIP CASES

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PHARMACEUTICAL R&D LEADERSHIP PROGRAM

BUSINESS PURPOSE: This global pharmaceutical company was seeking to streamline, accelerate, and integrate R&Defforts worldwide, while at the same time, develop leadership bench strength in the R&D function. At the time ofthe project it had four largely independent R&D centers, one in the U.S., two in Europe, and one in the Far East. Aprevious consulting project had revealed major redundancies in core research projects, duplication of efforts, andlack of synergy and knowledge sharing among the four independent R&D centers.

CHALLENGE: Each of the centers had evolved into highly individualized units, with significantly differentprocedures, organizational structures, and organizational cultures, based in part on the different national cultureswhere each of the centers was located. While the professional expertise of the scientists in these centers was veryhigh, predictably, the management skills of people in leadership roles were largely undeveloped. Managementconsisted of top scientists from eight different countries.

RONIN’S RESPONSE: Ronin teamed with another consulting firm to design a tightly integrated 12-month program,consisting of four week-long, intense immersions into the practice of leadership behaviors. The program isschematically illustrated in the figure. Major areas of concentration included cross-cultural communication andteamwork, breakthrough thinking, influencing and consensus building, and project management as well as acomplex leadership simulation. Throughout the entire program, participants worked on action learning projectswhose goal was to re-design and coordinate the various phases of their drug development process. Throughoutthe program, participants received regular feedback on their development of leadership skills and progress in theiraction learning projects.

PROJECT RESULTS:• The program, including the action learning projects, was completed on time and on budget.• The previous low levels of trust and collaboration among the various groups was replaced by high levels of

team synergy across functional and national boundaries.• Because of the diverse geographical locations of the members of each action learning team, they had to

develop a high level of proficiency in distance learning, communication and project management.• In a major re-organization that took place a year after the program, many of the participants were promoted

to senior positions of leadership within the organization.

RONIN SALES AND LEADERSHIP CASES

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Ronin Enterprises is a 21st century company committed to partnering with our clients to increase their competitivestrength and build the organizational and individual capabilities required to win in their marketplace.

As practice leaders in innovative, integrated learning design, we work with clients to:• Transfer learning from the classroom to the real world• Create a commitment to continuous learning and improvement within their company• Build organizational resiliency, innovation and initiative in dealing with a constantly changing, unpredictable

business environment• Leverage technology to capture and transfer individual knowledge capital into a company asset• Develop – deeply within the organization – those core competencies which directly impact our clients’

strategic goals and bottom line results

As partners with our clients, our team of 14 consultants is committed to living the values of integrity, service quality,and accountability we help their employees learn. The value-added relationships we establish with clients allows usto manage large, complex, long-term projects flexibly and responsively – while still keeping project outcomes,deliverables, deadlines, and budgets in sharp focus. We have a 15-year history of partnering with our clients forresults.

A partial list of our clients includes:

• The New York Times • Chase Bank • Eli Lilly• Travelers Insurance • Merck • Sandoz• IBM • Mercedes Benz • Merrill Lynch• Citibank • Lufthansa • Armstrong• PEMEX • Cisco • Sony• General Electric • Sony • Novartis• AT&T • Nissan Motors • Boeing• American Express • Mercedes Benz • Andersen Consulting• JP Morgan • TIAA-CREF

RONIN ENTERPRISES IS A CERTIFIED WOMAN - OWNED BUSINESS.

The inspiration for Ronin Enterprises derives from the word “ronin,” a class of masterless Samurai. These warriors wereprofessional talent-for-hire. The Ronin were renaissance thinkers in their time, widely recognized for theirresourcefulness, attention to detail, and commitment to excellence. Today, we honor the ronins’ tradition of beingdedicated change agents, and share their values, which we bring to each project and client relationship.

RONIN ENTERPRISES