President Joseph de Souza InCaS Trainers Feed back Valérie GUIMARD Jean-Fabien MEROC

1. President Joseph de Souza InCaS Trainers Feed back Valérie GUIMARD Jean-Fabien MEROC

2. INCAS and INTERNAL COMMUNICATION 1 ) Very comprehensive bottom-up process. Complements the view of the management team 2) Excellent motivation tool for the team : They see that their opinion is listened to and becomes part of the company strategy 3) The Portfolio diagram is a powerful com-munication tool towards the whole company 4) Helps to unlock co-operative discussions oriented towards positive actions for the future

3. INCAS and CONCRETE IMPROVEMENTS 1) VMI will use it in their budgeting process 2) BDL intends to develop the consulting side of the activity by including InCaS in its offer 3) EBS loses customers due to delocalisation. They identifyed new potential business with imported goods by prospecting custom agents 4) PROJIRIS developed an on line marketing tool : On line demo model for risk management 5) BGME introduced the training of newly hired managers by experienced old timers

4. INCAS a success for the MDs • The picture given by InCaS perfectly mirrored the idea they had about their company 2) The systematic screening methodology highlighted forgotten problems 3) Financing is based on business plans. The value of a business plan relies on the quality of assumptions. InCaS comforts the credibility by a better understanding of actions undertaken

5. DISSEMINATION MEETINGS Different meetings have been done : • Meeting with banks and financial managers to explain the interest of InCaS to their customers • Radio diffusion • Meetings and proposals meeting with large entrepreneurs organisation (MEDEF-CGPME) and smallest ones(BNI, ETHIC...) • InCaS english flyer traducted in French. PENDING • Communications means cost is a pending question to accelerate the InCas life process (study being done) • More regions to be included POSITIVE FOLLOW UP TO COME • More regions to be included • Possibilities to include subsidiaries of International groups & • Business defined segments of International groups

6. DISSEMINATION MEETINGS MAIN QUESTIONS OF ATTENDANCE WERE : 1 ) COST FOR SMEs In terms of : a) External cost in € b) Internal time spent 2) WHAT IS NEW IN InCaS Many techniques have been developed, like Balance Score Cards. What is InCas added value ?

7. COST OF InCaS IN € In France training of workforces is mandatory by law. • Some bodies (OPCAs) are collecting this money from companies as a tax. And they : • Define a list of registered Training Programs • Receive the yearly Training Plans from the companies • Review and approve these Plans + Finance them. We are presently working with BDL on including InCaS on the list of officially registered training programs. In this way, InCaS would involve no additional cost for companies. They only should select it from the registered program list.

8. InCaS : INTERNAL TIME in (manxday) Based on 5 SMEs we estimate the time necessary to implement InCaS as Based on 5 SMEs we estimate the time necessary to implement InCaS as

9. InCaS : INTERNAL TIME (manxday)

10. WHAT IS NEW IN InCaS

11. ADDED VALUE OF InCaS We feel that • InCaS Process covers all other processes (Markus WILL speeks of a Meta-method) • InCaS is a Bottom-up process, thus fully exploring the company Note : InCaS is covered by the Quality process and vice versa

12. CONCLUSIONINCAS A VERY SUCCESSFUL TOOL InCaS • Has been highly appreciated by the pilot companies • Should systematically take place in the yearly Planning / Budgeting process of companies to complement it regarding intangible assets which are today not properly dealt with