s It's Raining Training | I2P: Information to Pharmacists - Archive
Publication Date 01/07/2014         Volume. 6 No. 6   
Information to Pharmacists


From the desk of the editor

Welcome to the July 2014 homepage edition of i2P (Information to Pharmacists) E-Magazine.
At the commencement of 2014 i2P focused on the need for the entire profession of pharmacy and its associated industry supports to undergo a renewal and regeneration.
We are now half-way through this year and it is quite apparent that pharmacy leaders do not yet have a cohesive and clear sense of direction.
Maybe the new initiative by Woolworths to deliver clinical service through young pharmacists and nurses may sharpen their focus.
If not, community pharmacy can look forward to losing a substantial and profitable market share of the clinical services market.
Who would you blame when that happens?
But I have to admit there is some effort, even though the results are but meagre.
In this edition of i2P we focus on the need for research about community pharmacy, the lack of activity from practicing pharmacists and when some research is delivered, a disconnect appears in its interpretation and implementation.

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News Flash

Newsflash Updates for July 2014

Newsflash Updates

Regular weekly updates that supplement the regular monthly homepage edition of i2P. 
Access and click on the title links that are illustrated

Comments: 1

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Feature Contribution

Woolworths Pharmacy - Getting One Stage Closer

Neil Johnston

It started with “tablet” computers deployed on shelves inside the retailer Coles, specifically to provide information to consumers relating to pain management and the sale of strong analgesics.
This development was reported in i2P under the title Coles Pharmacy Expansion and the Arid PGA Landscape”
In that article we reported that qualified information was a missing link that had come out of Coles market research as the reason to why it had not succeeded in dominating the pain market.
Of course, Woolworths was working on the same problem at the same time and had come up with a better solution - real people with good information.

Comments: 5

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Intensive Exposition without crossing over with a supermarket

Fiona Sartoretto Verna AIAPP

Editor's Note: The understanding of a pharmacy's presentation through the research that goes into the design of fixtures and fittings that highlight displays, is a never-ending component of pharmacy marketing.
Over the past decade, Australian pharmacy shop presentations have fallen behind in standards of excellence.
It does not take rocket science - you just have to open your eyes.
Recently, our two major supermarkets, Woolworths and Coles, have entered into the field of drug and condition information provision - right into the heartland of Australian Pharmacy.

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The sure way to drive business away

Gerald Quigley

I attended the Pregnancy, Baby and Children’s Expo in Brisbane recently.
What an eye and ear opening event that was!
Young Mums, mature Mums, partners of all ages, grandparents and friends……...many asking about health issues and seeking reassurances that they were doing the right thing.

Comments: 1

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‘Marketing Based Medicine’ – how bad is it?

Baz Bardoe

It should be the scandal of the century.
It potentially affects the health of almost everyone.
Healthcare providers and consumers alike should be up in arms. But apart from coverage in a few credible news sources the problem of ‘Marketing Based Medicine,’ as psychiatrist Dr Peter Parry terms it, hasn’t as yet generated the kind of universal outrage one might expect.

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Community Pharmacy Research - Are You Involved?

Mark Coleman

Government funding is always scarce and restricted.
If you are ever going to be a recipient of government funds you will need to fortify any application with evidence.
From a government perspective, this minimises risk.
I must admit that while I see evidence of research projects being managed by the PGA, I rarely see community pharmacists individually and actively engaged in the type of research that would further their own aims and objectives (and survival).

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Organisational Amnesia and the Lack of a Curator Inhibits Cultural Progress

Neil Johnston

Most of us leave a tremendous impact on pharmacies we work for (as proprietors, managers, contractors or employees)—in ways we’re not even aware of.
But organisational memories are often all too short, and without a central way to record that impact and capture the knowledge and individual contributions, they become lost to time.
It is ironic that technology has provided us with phenomenal tools for communication and connection, but much of it has also sped up our work lives and made knowledge and memory at work much more ephemeral.

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Academics on the payroll: the advertising you don't see

Staff Writer

This article was first published in The Conversation and was written by Wendy Lipworth, University of Sydney and Ian Kerridge, University of Sydney
In the endless drive to get people’s attention, advertising is going ‘native’, creeping in to places formerly reserved for editorial content. In this Native Advertising series we find out what it looks like, if readers can tell the difference, and more importantly, whether they care.
i2P has republished the article as it supports our own independent and ongoing investigations on how drug companies are involved in marketing-based medicine rather than evidence-based medicine.

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I’ve been thinking about admitting wrong.

Mark Neuenschwander

Editor's Note: This is an early article by Mark Neuenschwander we have republished after the soul-searching surrounding a recent Australian dispensing error involving methotrexate.
Hmm. There’s more than one way you could take that, huh? Like Someday when I get around to it (I’m not sure) I may admit that I was wrong about something. Actually, I’ve been thinking about the concept of admitting wrong. So don’t get your hopes up. No juicy confessions this month except that I wish it were easier for me to admit when I have been wrong or made a mistake.
Brian Goldman, an ER physician from Toronto, is host of the award-winning White Coat, Black Art on CBC Radio and slated to deliver the keynote at The unSUMMIT for Bedside Barcoding in Anaheim this May. His TED lecture, entitled, “Doctors make mistakes. Can we talk about it?” had already been viewed by 386,072 others before I watched it last week.

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Dispensing errors – a ripple effect of damage

Kay Dunkley - BPharm, Grad Dip Hosp Pharm, Grad Dip Health Admin, MPS, MSHPA

Most readers will be aware of recent publicity relating to dispensing errors and in particular to deaths caused by methotrexate being incorrectly packed in dose administration aids.
The Pharmacy Board of Australia (PBA), in its Communique of 13 June 2014, described a methotrexate packing error leading to the death of a patient and noted “extra vigilance is required to be exercised by pharmacists with these drugs”.
This same case was reported by A Current Affair (ACA) in its program on Friday 20 June

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Take a vacation from your vocation

Harvey Mackay

Have you ever had one of those days when all you could think was, “Gosh, do I need a vacation.”
Of course you have – because all work and no play aren’t good for anyone.
A vacation doesn’t have to be two weeks on a tropical island, or even a long weekend at the beach. 
A vacation just means taking a break from your everyday activities. 
A change of pace. 
It doesn’t matter where.
Everyone needs a vacation to rejuvenate mentally and physically. 
But did you also know that you can help boost our economy by taking some days off? 
Call it your personal stimulus package.

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Explainer: what is peer review?

Staff Writer

This article was first published in the Conversation. It caught our eye because "peer review" it is one of the standards for evidence-based medicines that has also been corrupted by global pharma.
The article is republished by i2P as part of its ongoing investigation into scientific fraud and was writtenby Andre Spicer, City University London and Thomas Roulet, University of Oxford
We’ve all heard the phrase “peer review” as giving credence to research and scholarly papers, but what does it actually mean?
How does it work?
Peer review is one of the gold standards of science. It’s a process where scientists (“peers”) evaluate the quality of other scientists' work. By doing this, they aim to ensure the work is rigorous, coherent, uses past research and adds to what we already knew.
Most scientific journals, conferences and grant applications have some sort of peer review system. In most cases it is “double blind” peer review. This means evaluators do not know the author(s), and the author(s) do not know the identity of the evaluators.
The intention behind this system is to ensure evaluation is not biased.
The more prestigious the journal, conference, or grant, the more demanding will be the review process, and the more likely the rejection. This prestige is why these papers tend to be more read and more cited.

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Dentists from the dark side?

Loretta Marron OAM BSc

While dining out with an elderly friend, I noticed that he kept his false tooth plate in his shirt pocket. He had recently had seven amalgam-filled teeth removed, because he believed that their toxins were making him sick; but his new plate was uncomfortable. He had been treated by an 'holistic dentist'. Claiming to offer a "safe and healthier alternative" to conventional dentistry, are they committed to our overall health and wellbeing or are they promoting unjustified fear, unnecessarily extracting teeth and wasting our money?

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Planning for Profit in 2015 – Your key to Business Success

Chris Foster

We are now entering a new financial year and it’s a great time to reflect on last year and highlight those things that went well and those that may have impacted negatively in the pursuit of your goals.
It's also a great to spend some time re-evaluating your personal and business short, medium and long term goals in the light of events over the last year.
The achievement of your goals will in many cases be dependent on setting and aspiring to specific financial targets. It's important that recognise that many of your personal goals will require you to generate sufficient business profits to fund those aspirations

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ReWalk™ Personal Exoskeleton System Cleared by FDA for Home Use

Staff Writer

Exoskeleton leader ReWalk Robotics announced today that the U.S. Food and Drug Administration has cleared the company’s ReWalk Personal System for use at home and in the community.
ReWalk is a wearable robotic exoskeleton that provides powered hip and knee motion to enable individuals with Spinal Cord Injury (SCI) to stand upright and walk.
ReWalk, the only exoskeleton with FDA clearance via clinical studies and extensive performance testing for personal use, is now available throughout the United States.

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Attracting and Retaining Great People

Barry Urquhart

Welcome to the new financial year in Australia.
For many in business the past year has been described as a challenging period.
Adjectives are a key feature of the English language.  In the business lexicon their use can be, and often is evocative and stimulate creative images.  But they can also contribute to inexact, emotional perceptions.
Throughout the financial pages of newspapers and business magazines adjectives abound.
References to “hot” money draw attention and comment.  The recent wave of funds from Chinese investors, keen to remove their wealth from the jurisdiction and control of government regulations is creating a potential property bubble in Australia.

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Updating Your Values - Extending Your Culture

Neil Johnston

Pharmacy culture is dormant.
Being comprised of values, unless each value is continually addressed, updated or deleted, entire organisations can stagnate (or entire professions such as the pharmacy profession).
Good values offer a strong sense of security, knowing that if you operate within the boundaries of your values, you will succeed in your endeavours.

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Evidence-based medicine is broken. Why we need data and technology to fix it

Staff Writer

The following article is reprinted from The Conversation and forms up part of our library collection on evidence-based medicines.
At i2P we also believe that the current model of evidence is so fractured it will never be able to be repaired.
All that can happen is that health professionals should independently test and verify through their own investigations what evidence exists to prescribe a medicine of any potency.
Health professionals that have patients (such as pharmacists) are ideally placed to observe and record the efficacy for medicines.
All else should confine their criticisms to their evidence of the actual evidence published.
If there are holes in it then share that evidence with the rest of the world.
Otherwise, do not be in such a hurry to criticise professions that have good experience and judgement to make a good choice on behalf of their patients, simply because good evidence has not caught up with reality.

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Laropiprant is the Bad One; Niacin is/was/will always be the Good One

Staff Writer

Orthomolecular Medicine News Service, July 25, 2014
Laropiprant is the Bad One; Niacin is/was/will always be the Good One
by W. Todd Penberthy, PhD

(OMNS July 25, 2014) Niacin has been used for over 60 years in tens of thousands of patients with tremendously favorable therapeutic benefit (Carlson 2005).
In the first-person NY Times best seller, "8 Weeks to a Cure for Cholesterol," the author describes his journey from being a walking heart attack time bomb to a becoming a healthy individual.
He hails high-dose niacin as the one treatment that did more to correct his poor lipid profile than any other (Kowalski 2001).

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Culture Drive & Pharmacy Renewal

Neil Johnston

Deep within all of us we have a core set of values and beliefs that create the standards of behaviour that we align with when we set a particular direction in life.
Directions may change many times over a lifetime, but with life experiences and maturity values may increase in number or gain greater depth.
All of this is embraced under one word – “culture”.
When a business is born it will only develop if it has a sound culture, and the values that comprise that culture are initially inherent in the business founder.
A sound business culture equates to a successful business and that success is often expressed in the term “goodwill” which can be eventually translated to a dollar value.

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ReWalk™ Personal Exoskeleton System Cleared by FDA for Home Use

Staff Writer

Exoskeleton leader ReWalk Robotics announced today that the U.S. Food and Drug Administration has cleared the company’s ReWalk Personal System for use at home and in the community.
ReWalk is a wearable robotic exoskeleton that provides powered hip and knee motion to enable individuals with Spinal Cord Injury (SCI) to stand upright and walk.
ReWalk, the only exoskeleton with FDA clearance via clinical studies and extensive performance testing for personal use, is now available throughout the United States.

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Pharmacy 2014 - Pharmacy Management Conference

Neil Johnston

The brave new world of health and wellness is not the enemy of Pharmacy, it is its champion.
Australian futurist, Morris Miselowski, one of the world's leading business visionaries, will present the Opening Keynote address on Pharmacy's Future in the new Health and Wellness Landscape at 2.00pm on Wednesday July 30.
Morris believes the key to better health care could already be in your pocket, with doctors soon set to prescribe iPhone apps, instead of pills.
Technology will revolutionise the health industry - a paradigm shift from healthcare to personal wellness.
Health and wellness applications on smartphones are already big news, and are dramatically changing the way we manage our personal health and everyday wellness.

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Generation and Application of Community Pharmacy Research

Neil Johnston

Editor’s Note: We have had a number of articles in this issue relating to pharmacy research.
The PGA has conducted a number of research initiatives over the years, including one recently reported in Pharmacy News that resulted from an analysis of the QCPP Patient Questionnaire.
Pharmacy Guild president, George Tambassis, appears to have authored the article following, and there also appears to be a disconnect between the survey report and its target audience illustrated by one of the respondent comments published.
I have asked Mark Coleman to follow through, elaborate and comment:

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It's Raining Training

Barry Urquhart

articles by this author...

Barry Urquhart, Managing Director of Marketing Focus, Perth. Barry is an internationally recognised conference keynote speaker, facilitator of strategic planning workshops and marketing business coach.
Contact Barry: TEL:61 8 9257 1777 - EMAIL: urquhart@marketingfocus.net.au -
WEB: www.marketingfocus.net.au

Some choice.
For most business leaders and owners the next decade will provide scope for two strategic options - "hard" or "bad".
A touch of reality is needed.
It will be a daunting prospect for some. For others, who do not recognise or appreciate the unfolding marketplace there will be blissful ignorance and a shortened business life.
Among those who are "hanging on until things turn up for the better", there will be disappointment.
This is not the time to hang in our hang out.
Let me emphasise, the circumstances being confronted at present are neither cyclical nor seasonal. They are structural and accordingly, changes are essential in philosophies, operations and outputs.
The next three years will inevitably be "bad" for those who adopt a "victim mentality" and do little or nothing. Those well-reported "headwinds" will remain and will eventually push the inert (becalmed) "boats" backwards and out of the race.
Rationalisations and consolidations will be in evidence across a wide sweep of industry sectors. Established companies, brands, products and services will disappear from the corporate landscape, replaced by high-energy, and focused new applications, innovations and belief-driven entrepreneurs.
Thus from "bad" will come "good".

The winners in the immediate future will be those who recognise, analyse and adapt to hard times of a strained economy, financially prudent clients and discerning customers. Hard decisions are needed now and will need to be taken in the immediate future. Nothing will be sacred. All things will need to be under scrutiny and review.

The "bad" news for the Labor Federal Government, for union leaders, legislators and regulators per se will be that flexibility will be both an imperative and a virtue. In short, Fair Work Australia will need appreciable and sustainable changes. Individual workplace agreements should not be issues that Tony Abbott and the Federal Coalition Opposition recoil from.

The nation, the regional and the global communities are crying out for leadership, competence and flexibility.

Sadly, very little or none of those attributes are conspicuous or readily available in Australia at this time.


The decision by Qantas Chief Executive, Alan Joyce, to ground the airline's entire fleet of 108 aircraft on Saturday 29 October, was a prime example of a "hard" decision.

Arguably, more interesting are the brand management implications of the decision itself, its timing and the manner in which it was implemented.

In one decisive action a senior executive changed the market perception of the image, attributes, characteristics and promises of the Qantas brand. Until recent years the word most associated with Qantas in the corporate and retail markets was "SAFE". That was underwritten and highlighted by the script of the movie "Rain Man", which starred Dustin Hoffman and Tom Cruise.

Qantas enjoyed substantial and unparalleled international publicity and goodwill from its exposure in the movie.

How fast things change. With the recent union-initiated disruptions and the grounding of the fleet, the word now most associated with Qantas will understandably be, "RISK".

Corporations, individuals, families and professional associations will be justified in questioning whether they are prepared to take the risk to book with Qantas, and whether Qantas will indeed be flying on their preferred and important dates.
The consequences will not be short-term. Qantas will need to develop, progressively implement, refine and upgrade an integrated strategy to address and redress this issue of brand management.

How ironic-:Barry Urquhart will shortly address conferences in Melbourne and Sydney for a franchise network and the retail distribution network of an international branded product on the topic of creative and disciplined brand management. Not surprisingly, he will not be flying Qantas.


Disturbing. Ill-advised. Inappropriate.

Each is a justifiable conclusion for a statement that is all too commonly expressed at this time, by some in business:

"I'm hanging on until things pick up and return to normal".

Let me add one more conclusion.
The current market is the new normal.

American business people, from the senior management teams of Walmart, to those leading Target, Mobil-Exxon, American Airlines and countless others have recognised, isolated, analysed, accepted and are now striving to service and satisfy the "forever frugal" consumer.

I personally believe the label "forever frugal" is misleading.
It is by nature a relative statement, implying a change from the spend-thrift consumers of the pre-GFC boom period of (2002 -2008).
That implies the prospect and probability of a return to the buoyant times sometime in the near future.

The current marketplace is the reality and is a consequence of the structural changes to society, commerce, communities, families and individuals as a result of the GFC.
It will be a long time, if ever, that "the good old days" will return.

In short, financially prudent consumers are the norm.
Conspicuous consumption has been replaced with a new badge of honour, "conspicuous frugalism". Prudence is, and possibly always has been, a virtue. Dissenting voices from Greece, Spain, Portugal, Ireland and Italy are acknowledged...- and dismissed.

Therefore, 2011 should be considered to be Year Zero for business people, (with no connotations to Cambodia/Kampuchea).
All that has gone before bears little relevance to the present and the near future.

The future will not be a linear extension of the past.
New rules, philosophies, practices and business models need to be formulated, documented and implemented.

In short, stop hanging on. Do something!


The pending Christmas-New Year holiday period is shaping up to be a period for strategic planning and marketing audits for a diverse range of businesses, business associations and marketing networks.

An attitude of "Can-Do" and "Must-Do" is evident among leaders who are keen to assume and maintain control of their respective circumstances and futures.

We at Marketing Focus are encouraged by the number of briefs received in recent weeks for the facilitation of interactive business development workshops, strategic planning sessions and Board of Directors reviews, together with the conduct of concise high-impact three hour marketing audits for the period November to February.

No sector or size of business appears to be immune to this momentum which reflects a recognition and desire to invoke change, innovation and assertiveness into differing marketplaces.

If we are able to contribute to your endeavours, do make contact.

Barry Urquhart

Marketing Focus

Mobile:                   041 983 5555

Tel:                         (08) 9257 1777

Email:                     Urquhart@marketingfocus.net.au



A great train of thinking.

To train or not to train. That is not a question. It is a dividing line, between those who will strive and thrive, and those who will wilt and fade away.

There is growing evidence that investing in training is one effective avenue to develop business and to counter depressing levels of sales and revenue leakage.

There have been many lessons learnt since the onset of the GFC (Global Financial Crisis) in August 2008. Among those are:


* Price discounting is ineffective in achieving sustainable sales increases.

* Sales events have themselves been discounted in value and integrity.

* Bargain pricing has inflicted irreparable damage to many brand names.

* Reduced inventory and staff numbers have made conspicuous impacts on customer service standards.

* Customer loyalty cannot and will not be "bought" by loyalty card points.
* On-going multi-channel communications between businesses and customers are imperatives, not options. (Hello! on-line and social media.)

* The rate of change and innovations is increasing.

* "New" and "local" have become the black in marketing.

* The cornerstone for establishing, maintaining and developing relationships with existing, prospective and (yes) past customers is PERSONAL.

It is these points and more that constitute the parameters and framework within which truly effective training must be formulated, documented, implemented and supported. 


The findings of a recent comprehensive study of some 2000 chief executives of companies and departments throughout North America, Europe and Australia by an international finance group were stark and compelling.

Some 62% of respondents nominated internal and external customer service as the primary need for training and enhancement. A total of 43% contended "corporate culture" was an area of concern and in need of improvement.

Both those factors rated higher in the priority listing than the wish and need to improve "productivity". 

On balance, upgraded customer service standards and an enhanced corporate culture will and do inevitably lead to greater cohesion, pride, self motivation and productivity.

Clearly, it is important to look closely at and respect the importance and value of the "bottom line" in preference to a single focus on the top line.

Most sobering were the conclusions of those chief executives who participated in the study. Some 71% stated it was difficult if not impossible to quantify any increases in customer satisfaction, sales, profits and productivity as a direct result of recent training activities. Some 18% believed there had been "marginal" or short-term improvements in performance standards.

Just 9% of respondents concluded that training in customer service and corporate culture effected and sustained significant enhancements. (Note: 2% did not respond). The lesson here is that the "right" training, to the "right" people by the "right" trainer, for the "right" reasons and the "right" desired outcomes is essential.


Business leaders who have decided upon and are committed to undertaking training to address the prevailing market-forces and to achieve a sustainable competitive advantage are to be applauded.

However, the findings of the study among their 2000 corporate peers are worthy of reflection. 

Training in and of itself is not the answer.
The keys to effective people and skills development are numerous, complex and integrated. 

At a recent public event in Australia an executive from a public listed training company proudly declared his accredited and registered training group was most effective in securing government funding for the training of client company staff-members.

Subsequent detailed and specific probing about the skills of the trainers and their comprehension of the diverse aspects of service excellence and positive corporate culture revealed a disturbing and significant inadequacy in skills and knowledge.

This was another case of waste in terms of money, time and resources - soothed somewhat by the realisation that it would be government funded. As if Australia needs more government waste!

Another case study is equally enlightening. An international hotel group sought training in customer service for its high-turnover, typically casual and part-time hospitality service providers.

It transpired that the female executive who initiated the approach was not qualified or experienced in Human Resources Management or training. She appeared to have little or no authority and would need to refer all matters requiring decisions to an unnamed senior executive.

The two hotel brands had no formal job specifications (which detail the human attributes necessary to fulfil differing employment duties and functions), no formalised induction procedures, little structured or scheduled and customised training programs for individuals, groups or departments, and no infrastructure to support, reinforce and complement any training undertaken.

The professional trainer who had extensive skills and experience in consulting to businesses and conducting interactive workshops on corporate culture and quality customer service was then advised he would not be paid a set professional fee. Remuneration would be a percentage of the increase in sales revenue from those hotel departments whose staff-members would be involved in the integrated and structured training schedule.

The negotiations ceased immediately.

In the first instance, the value of the professional consultant was not recognised or quantified. Secondly, how could a trainer have faith in the ability of a hotel group which was so evidently deficient? This was not training in customer service or corporate culture. Rather, it was un-abased drive to improve the sales closure skills of staff-members.

Moreover, the activities were ill-focused.

The most immediate training needs lie within the ranks of senior executives.


Corporate executives and professional external and internal training experts who seek, expect and, indeed, demand successful outcomes in their training activities, especially relating to customer service excellence, need to progressively address the following issues:


Ensure that the overriding corporate culture (both formal and informal) is understood by all people, is documented, verbalised, respected and adhered to. In essence, the corporate culture is an expression of the personality of an entity. A fun learning experience is to have team-members express the culture of which they are part in terms of humanoid characteristics.

It is and can be a revealing exercise.


Each company should review and refine carefully JOB DESCRIPTIONS (detailing the duties to be undertaken, the authorities to be exercised and the responsibilities which are assigned to each position).

Job descriptions should be cross-referenced to each JOB SPECIFICATION (the human attributes necessary for the performance of each position to be fulfilled).

Care must be taken in the differing phases of recruitment to recognise that fewer than 24% of adult Australians have an appropriate psychological profile to be an effective, efficient and engaging service provider.

NOTE: Promotion of the above listed factors is an excellent means to generate interest in employment by the best available recruitment prospects, who are typically keen to be involved with the best employer.


A comprehensive, disciplined induction procedure develops an appreciation of the values and nature of an entity.

The first step to achieving higher planes of customer service standards is for team-members to think and state: "I understand".

Full understanding of the interdependence of positions, departments and duties contributes to optimal outcomes of customer satisfaction and productivity.


It is imperative that each training experience be customised, that the training objectives be defined and shared, as well as the commitment of each participant be secured from the outset.

"Singing from the same hymn book" has a certain harmony about it.

Understanding WHY the specific training is being undertaken is an imperative prerequisite if the WHAT and the HOW are to be embraced and subsequently implemented.


Rightly or wrongly, to greater and lesser extents, each individual believes that he or she has much to contribute to the training exercise.

Everyone should be given the scope and opportunity to provide input, analysis and to give connection to the jointly determined outputs.


The initial euphoria, motivations and aspirations which flow from training programs are usually extinguished within 72 hours, three weeks or six weeks, unless benchmarks are set, monitoring processes are installed, on-going feedback is provided and regular refinements are encouraged. 

External trainers, catalysts and change facilitators need to be complemented with internal project leaders, or "Concept Champions".

The best results are achieved and maintained when someone is assigned the authority and delegated the responsibility to ensure focus, cohesion and commitment are retained.


Now for the relatively easy part...that of conducting the training. The sentiment correctly reflects the importance of planning, research, preparation and selection.

One final checklist


* Right training

* Right people

* Right trainer

* Right reasons

* Right outcomes



Barry Urquhart, Managing Director of Marketing Focus is a business strategist, an analyst and an International conference keynote speaker. His latest presentation is:-

"Insights on 'The Big Picture'

- Future-Proof Your Business" 

Office:           (08) 9257 1777

Mob:             041 983 5555

Email:           Urquhart@marketingfocus.net.au

Website:       www.marketingfocus.net.au

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