• REFERENCES

    Deutsche Telekom

    Deutsche Telekom Technischer Service GmbH (DTTS) improved the skills and knowhow of 700 service staff in a 2009 pilot project. Due to the very positive response, the Adventure was included in the seminar opening "servicequality 2010". Thousands of service representatives now use this method for further training. While in the past they needed only to concern themselves with flipping switches, today employees are trained to consciously consider the needs of the customer and to actively address them.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly, leading to additional business.

      • TRAILER

  • REFERENCES

    Coca Cola

    In 2010, Coca-Cola Erfrischungsgetränke AG replaced its entire eLearning system with Adventure-based Learning™. Since then, 2,000 sales consultants take a virtual trip to the “Coca-Cola Isles”, where new islands with new themes always await returning visitors. Customers, franchisees, kiosk operators and restaurant owners great the sales consultants with a variety of exciting challenges. Participants not only address current guidelines, like ensuring that a cooler is available, but practice sales pitches and learn how to effectively employ sales techniques and rhetoric.

    Value for the Customer:

    • A customized, modern, electronic learning system;
    • Flexible and limitlessly extensible;
    • Sales consultants are motivated to use learning materials more often

  • REFERENCES

    DATEV Kanzleitraining online

    With the help of Adventure-based Learning™, DATEV field service personnel persuaded accounting firms to expand their businesses in the area of digital book-keeping, which enhanced their competitiveness. In the framework of the innovative business model “Book-keeping with a Future,” which is based on the growing digitalization of the data moving between companies and accounting firms, it is possible to identify crucial information needed for the management of a company. This creates additional advisory opportunities for the accountants. The Adventure attempts to persuade the accounting firms that the model is beneficial, and attempts to motivate them to offer these additional services to their clients.

    Value for the Customer:

    • Adventure-based Learning™ helps differentiate DATEV from the competition and motivates people to pursue new opportunities
    • Additional insight creates new business opportunities
    • Consulting services increase revenue

      • TRAILER

  • REFERENCES

    Microsoft Office 2010

    In "Operation Office 2010", players slip into the role of an agent sent to persuade the residents of Spy City to work productively and efficiently by using the full potential of Office 2010. Themes like Office Web Apps, licensing, competitive situations and innovations are realistically embedded in the gameplay. In the course of the game, players collect “Donation Points” that they can donate to the children’s charity Children for a Better World e.V. One Euro is donated for every hundred points collected. The charity’s mission is to aid impoverished children.

    Value for the Customer:

    • Adventure-based Learning™ reaches up to 30,000 partners online;
    • Improvement of partners’ knowhow;
    • Partners can offer better and more targeted guidance to Microsoft customers.

      • TRAILER

  • REFERENCES

    Edeka

    Edeka Minden sought the most effective method for introducing its new employee development interviews. The firm chose Adventure-based Learning™ because employees could experience a virtual preview of their upcoming interviews and thus be prepared for the changes in their actual interviews. The change in perspective offered by the method was also an impressive feature, as it clearly increased understanding of the entire dynamic at work in interpersonal relationships.

    Value for the Customer:

    • Interviews can be tried “risk-free”;
    • De-escalation of potential problems ahead of the actual interviews;
    • Management personnel improved their understanding of group dynamics.

  • REFERENCES

    Nokia Siemens Networks

    Nokia Siemens Networks trained its service team with the help of Adventure-based Learning™ to concentrate primarily on the customer, and realigned its entire range of services so that they are more attuned to the customers’ needs. The training covered sales, estimates and communication skills. In addition, the Adventure communicated to service employees the strategy of the growing company. Because of its strict service orientation and seamless support, Nokia Siemens Networks managed within a short period of time to restore its reputation with its customers and renewed service deals worth millions of euros.

    Value for the Customer:

    • The quality of the service is even better than it was before;
    • Service underpins the company’s overall strategy;
    • Customers were impressed and renewed their service contracts

      • TRAILER

  • REFERENCES

    SAP

    It seems like a hopeless case: participants must win back a client that has just rejected SAP as a vendor. In the most difficult sales situation imaginable, they must “master the turn-around challenge”. Standards are no use in such situations and mistakes are fatal. The Adventure offers the ideal platform to immediately, but safely, try out new knowledge in a sales situation. Direct feedback from the virtual customer and constructive criticism from the Coach ensure that the participant will be ready for the real thing.

    Value for the Customer:

    • Reality can - because of the complexity of the problem - be simulated in advance;
    • Client strengthens account management;
    • Unlimited replays - practice until behavior is perfect.

  • REFERENCES

    Red Bull

    Based on Red Bull’s internal “Powerbook”, an Adventure provides the sales force with an effective, interesting tool for putting the firm’s sales philosophy into practice. In realistic simulations, participants are challenged to create the “perfect sales point”. Not only product knowledge but also communication skills must be developed and effectively used. In addition, business and planning processes can be realistically simulated and tested in the Adventure.

    Value for the Customer:

    • A more structured sales process;
    • Concrete problems can be better solved;
    • Increased self-confidence for “eye to eye” negotiations with customers.

  • REFERENCES

    HP

    HP sought a way to motivate its employees to keep their sales skills up-to-date though continual training. The Adventure was developed based on the analogy of a fitness studio. Engaging graphics and fun gameplay overcame the hardship of repetition and practice. Adventure-based Learning™ proved itself as part of a Blended Learning Concept. The engaging environment invited participants to practice and repeat exercises, not least because the analogy to physical training made the necessity of ongoing practice clear.

    Value for the Customer:

    • HP gains a forum for its employees in which they can be stimulated to participate and to repeat current training exercises;
    • Location and time independence emphasized by small “Training Nuggets”;
    • Proven system updated with a new look.

  • REFERENCES

    Microsoft Open License

    Core-Competence GmbH was able to interest Microsoft in Adventure-based Learning™, and it became its first customer. The software corporation then made Adventure modules available to a total of about 30,000 partners in Germany. For example, “Open License Sales Adventure” has enabled the sales reps. of Microsoft’s partners to significantly enhance and deepen their knowledge of the various license metrics. The net result is that corporate customers have received more competent advice and solutions tailored to their needs. This has led to increased customer satisfaction. Microsoft plans to keep using Adventure-based Learning™. The managers responsible for the project say that the feedback from their partners has been very positive. New projects have already been commissioned and are now in process.

    Value for the Customer:

    • Online Adventure-based Learning™ reaches up to 30,000 partners;
    • Microsoft’s partners' knowledge of how customers can deploy licenses has been improved;
    • Partners can advise potential purchasers of Microsoft products more accurately, leading to better results.

  • REFERENCES

    Sonim

    Sonim’s nearly indestructible mobile phone for craftsmen required an equally remarkable and outstanding presentation. In this Adventure, sales representatives are trained in special argumentation and procedures. In a typical sales situation it is enough to differentiate buyers by type and employ the special A5 Sales System.

    Value for the Customer:

    • Try complex, atypical sales pitches in realistic simulations;
    • Provocative positioning of the mobile phone by sales personnel;
    • A large number of international sales channels can be quickly, effectively and lastingly equipped with complex sales strategies.

      • TRAILER

  • REFERENCES

    Novell

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    Microsoft Vista

    Core-Competence GmbH was able to interest Microsoft in Adventure-based Learning™, and it became its first customer. The software corporation then made Adventure modules available to a total of about 30,000 partners in Germany. For example, “Vista Sales Adventure” has enabled the sales reps. of Microsoft’s partners to significantly enhance and deepen their knowledge of the various license metrics. The net result is that corporate customers have received more competent advice and solutions tailored to their needs. This has led to increased customer satisfaction. Microsoft plans to keep using Adventure-based Learning™. The managers responsible for the project say that the feedback from their partners has been very positive. New projects have already been commissioned and are now in process.

    Value for the Customer:

    • Online Adventure-based Learning™ reaches up to 30,000 partners;
    • Microsoft’s partners' knowledge of how customers can deploy licenses has been improved;
    • Partners can advise potential purchasers of Microsoft products more accurately, leading to better results.

  • REFERENCES

    DATEV Kommunal

    Many municipalities and municipal businesses have, together with their tax advisors and DATEV, successfully switched to double-entry bookkeeping. They experience the change from single to double-entry accounting in an especially clear manner with the DATEVkommunal Adventure. The transition is simulated in the form of a business game with analogous requirements and practical examples. Participants take charge of the economic and financial development of a municipality over the course of two budget cycles and thus prepare themselves for the future transition.

    Value for the Customer:

    • Differences between single- and double-entry bookkeeping clarified;
    • Participants take responsibility for the economic development of a simulated municipality;
    • Adjustment to the new accounting style is smooth and easy.

  • REFERENCES

    Fujitsu Siemens Computers

    Adventure-based Learning™ has helped Fujitsu-Siemens Computers enhance its brand for their end customer segment and increase its revenue. The notebook and PC manufacturer trained the employees in retail stores with the help of a learning Adventure specifically tailored to the requirements of their sales professionals. In addition to training and changing sales behavior, the coaching in the interactive game also included communication and product information. Senior management at Fujitsu-Siemens have planned their sales initiative to cover Europe, and have translated the Adventure into several languages, including French, Spanish, Italian and Polish.

    Value for the Customer:

    • Increased revenue in retail stores;
    • Improved product knowledge for sales staff;
    • Enhanced branding in highly competitive end-user market segment.

  • REFERENCES

    Kago

    The Adventure recreates the everyday reality of a sales representative on the sales floor. For Kago, sales is also an important craft. Customers must be perfectly advised so that after they decide to purchase, they completely identify with the product. Improving the competence of their sales representatives was therefore especially important.

    Value for the Customer:

    • Existing knowhow is refreshed;
    • Actions and reactions can be interactively tested;
    • Sales skills are demonstrably improved.

  • REFERENCES

    Intuit

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    Swyx

    With the help of Adventure-based Learning™ Swyx improved the product knowledge of its dealer network thus generating additional business. The “Swyx Sales Simulator” transmitted specific product information about its software-based telephone sets and gave dealers tips on how to correctly present the various solutions. The participants were able to apply their knowledge in simulated virtual sales situations. The innovative training approach enabled Swyx to overtake the competition in the channel and give its product portfolio a clear competitive edge. The right positioning led to an increase in the number of sales. In addition, the customers benefited from the dealers’ enhanced product knowledge.

    Value for the Customer:

    • Dealers acquired more and better product information;
    • Swyx was able to gain a greater competitive edge;
    • The right product positioning by the dealers led to an increase in sales.

  • REFERENCES

    Microsoft Server

    Core-Competence GmbH was able to interest Microsoft in Adventure-based Learning™, and it became its first customer. The software corporation then made Adventure modules available to a total of about 30,000 partners in Germany. For example, “Vista Sales Adventure” has enabled the sales reps. of Microsoft’s partners to significantly enhance and deepen their knowledge of the various license metrics. The net result is that corporate customers have received more competent advice and solutions tailored to their needs. This has led to increased customer satisfaction. Microsoft plans to keep using Adventure-based Learning™. The managers responsible for the project say that the feedback from their partners has been very positive. New projects have already been commissioned and are now in process.

    Value for the Customer:

    • Online Adventure-based Learning™ reaches up to 30,000 partners;
    • Microsoft’s partners' knowledge of how customers can deploy licenses has been improved;
    • Partners can advise potential purchasers of Microsoft products more accurately, leading to better results.

  • REFERENCES

    ESG

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty1

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty2

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty3

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty4

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty5

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty6

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty7

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • REFERENCES

    referenzenEmpty8

    Deutsche Telekom Technischer Service GmbH (DTTS) has improved the skills and knowhow of 700 service staff in a pilot project. Current plans are to to train 10,000 field workers in this way. In the past, technical service operators were primarily concerned with the installation and activation of connections. Now employees are educated to recognize and proactively refer customer’s to DTTS’s sales team, resulting in additional sales opportunities.

    Value for the Customer:

    • Service division is now more customer-oriented;
    • There is greater customer satisfaction within the service division;
    • Customer needs are recognized quickly which leads to additional business.

  • AWARD

    European Seal of e-Excellence

    The European “Seal of e-Excellence” has been awarded since 2003. This prestigious award recognizes businesses that have especially stimulated innovative product development. In 2010 the jury emphasized that this development was carried out despite the economic downturn. Only through intense concentration on innovation, quality, and customer satisfaction could the recipients of the award prevail.

    The Award:

    • Top: Platinum Seal of e-Excellence

  • AWARD

    Innovation Prize IT Mittelstand

    In 2009, Core-Competence GmbH was nominated for the Innovationspreis IT (award for innovation in it) by the Initiative Mittelstand organization. Initiative Mittelstand is and has been a partner for small and mid-sized businesses, the core of the German economy. Since 2004 the initiative has awarded an annual innovation prize. The 2009 competition, with the support of the Fraunhofer-Verbund IuK-Technologie, benefitted from a multitude of very interesting nominees. It is especially important for the initiative to identify new technologies beneficial to the core of the German business sector. Adventure-based Learning™ was recognized especially for advances in the field of Human Resources.

    The Award:

    • Qualified: Top 20;

  • AWARD

    Bayern Online Prize

    The Bayern Online Prize is traditionally awarded during the IT Innovation Day conference in Munich. The “Business Award” recognizes businesses and organizations that introduce new, useful information and communications technologies. Moderator Anton Hierhager, managing director of BayernOnline GbR, awarded the prize to the management of Core-Competence GmbH in the Emporer’s Hall in the Residenz in the center of Munich.

    The Award:

    • Bayern Online Prize 2009;

  • AWARD

    Europrix Graz

    Out of 333 competitors from 31 countries, 69 projects, including Adventure-based Learning™, received the Seal of Quality. According to the Europrix Multimedia jury: “Your project was evaluated in two rounds by two different juries. The award of the Seal is an acknowledgement that we considered Adventure-based Learning™ especially innovative and creative. We hope that this award serves as a recommendation of your solution to potential clients.”

    The Award:

    • Shortlist: Multimedia Award

  • REFERENZ

    Allied Telesis

    Adventure-based Learning™ is part of the accreditation process for Allied Telesis partners and employees. Sales representatives must be prepared to offer solutions instead of products. Solutions that, as part of a complete package, have names like “Network Design Services” or “Network Installation Services”. In the Adventure, various scenarios play out in which the sales team must direct customers to the best solution, whether vertically or horizontally, in various sectors like healthcare, transportation or education.

    Value for the Customer:

    • Sales representatives learn to understand their position as part of a complete solution package;
    • New modules can always be integrated and training can be adapted to different vertical markets;
    • The Adventure also serves as a means of certifying partners.

      • TRAILER