The general managers feel that his regional managers or other sales manager shall not only focus on performances, but also think strategically about the company's profits. He also agree that the management team shall be proactive thinking, and must have innovative problem solving and awareness. Therefore, we recommend that the company began to consider our recommendation, to create a learning organization. Focus on breakthrough innovation, establish an autonomy and committed, willing to contribute, and a balanced high-quality team.

During the assessment research that we conducted to all the middle and senior managers who participate in this program, we found an interesting phenomenon: the team was in uneven quality of all cultural and beliefs, regional managers, brand managers and their respective managers using their respective own sets of tools to train their team, which caused customers who visit different flagship store received a large gap between the quality of services.

More deadly is the lack of solid and smooth two-way communication and a shared vision. Despite the general manager formulated goals for the team to accomplish “must fulfill” quota each year, despite pressure stretched tight grip, most managers always felt powerless and helpless, do not have the ability to reach their goal. The only they can do is distribute their pressure to their subordinates. This caused serious liquidity in frontline staff. Although the company has repeatedly introduced marketing courses for frontline sales staff, but staff turnover cause the enterprises to stop the plan.

In this case, we have taken series of process to build the team's competitiveness from the company top to bottom levels. We started approach excellent core management staff to proceed, enhance their coaching skills, training and coaching the successful experiences and effective marketing foundation to more other employees. The general manager were also invited to step into courses to learn together. One of the activities, the general manager is expected to own 80% or more of the time listening to others, however, turned out to be less than 10% from subordinate feedback. These activities managed to awake the general manager to hear important feedback and information that he had never heard in the past as no one dared to feedback.

Another regional manager shared how the coaching skills he learned help him to overcome the challenges of the past, such as: he tried many methods to teach team with good intension, but staff thought that he was nagging. He always think that sharing of information is the best way to teach, each time when he want to convey messages to the members, whenever he convening group to guide employees, employees always find a reason to escape, having private conversation, playing messages or doing other thing. "Now I understand that the information content is important, but right methodologies are more important." said the manager.

Some other students also feedback: In the past always, they always went straight to the point to tell how the team should be done and now they can actually use questions to achieve better results. Encourage their employees to find the answer though will spend more time, but the execution is relatively easier, not only for their own employees are proud to generate the answer themselves, but also more willing to be responsible for their own decisions and take the initiative to deal with the problems facing in the process.

Another key customers manager who does not lead any team said: "Her inter-departmental colleague have opinions against her participation in this course." However, after the workshops, she began to listen, ask questions and guide the skills used in consultation with the client, within the same month's performance turned a 1.5 fold. Support of her boss in the face of opinion and therefore smiled and replied: "Although she did not have a team , but the results with 1.5 fold increment is indisputable fact!"

Breakthrough growth virtually enhanced the company's firm to build a learning organization and continue to grow. Also helped the company in the year to achieve the goal of sunspots. After the program the general manager handpicked a few successor, built their competitive advantages and opened authorization to grant them with greater responsibility. A year later, general manager said, "Now I realize running business can be easy, and profitable at the same time!"