University of Twente Student Theses


A research on how to improve the conversion of information requests into actual orders at a training bureau.

Slot, H. (2011) A research on how to improve the conversion of information requests into actual orders at a training bureau.

[img] PDF
Abstract:The training bureau Jobo Training & Coaching is facing the problem that too little of the information requests they receive for the training “dealing with aggression” from municipalities and building corporations that are located in the middle and western part of the Netherlands, are converted into an actual order for this training. In this research the needs of potential customers of two segments, namely municipalities and building corporations, are investigated to find out how the conversion rate can be improved. Interviews have been conducted with potential customers of Jobo in these segments. Five municipalities and six building corporations participated. The interview questions are based on the quotations of two competitors of Jobo, namely Asphalia and De Jong, five quotations of Jobo and the ServQual theory presented by Zeithaml, Parasuraman and Berry (1988). Together they should give insight in what the potential customer of Jobo value. These potential customers have also been asked to complement the list of items if they felt that there was an item missing. The conclusion of this research is that there are some differences between municipalities and building corporations. There are differences in importance of sub dimensions and there are also differences in what the potential customers of the two segments expect from a training. Municipalities generally still need to provide their personnel with a basic training, which includes a theoretical part. This takes up more time and therefore they more easily accept 2 full days of training than building corporations that usually already provided their personnel with a basic training. Building corporations are willing to pay between 50 and 250 euro’s more per person for two full days of training than municipalities. Building corporations also accept a longer waiting time before the training is actually provided, up to 5 weeks longer on average. Building corporations more often prefer a trainer that is HBO or higher educated than municipalities. It has become clear that there are several differences in needs between the two segments and these differences will have to be considered in giving the advice to Jobo Training & Coaching. Besides the importance of the sub dimensions and the differences in what they expect from Jobo in each of these sub dimensions, it became clear that far from all items that are now added to the quotations are important to every potential customer. The interviews showed that day package information and an example of a company with a similar problem and the approach to that particular problem are not the most important pieces of information. Not adding an example might save a lot of time and it might not be missed. It also showed that some parts are very important, like the approach to the training, price of the training and the construction of the training, which every potential customer wants to see. In the quotation, which is a written offer send out by Jobo to the customer to show what they are able to deliver, the municipalities and building corporation want to see the same things. The advise is therefore not or to hardly differentiate between these two segments in the quotations. More than 70% of the municipalities and building corporations want to see the reasons for the training, the learning goals, the approach to the training, the working model, the price of the training, the construction of the training and the organization of the training in the quotation they receive. This information therefore has to be added to the quotation that is sent out by Jobo Training & Coaching. Only around 30% of the building corporations and municipalities value an example of a company with a similar problem. An example should therefore be added only when it does not take too much time. About 40% of the municipalities and building corporations require information about the after service. It would be good to create standardized information about the after service that can be added a little, based on the specific needs of the potential customer. The only difference in the quotation should maybe be in the information about the day package. None of the building corporations require information about the day package, while 50% of the municipalities would like to see information about the day package. The advice given to Jobo concerning their price is that they should either forget about municipalities and focus more on building corporations and other segments or lower their price, as their price is way above that of which municipalities are willing to pay. Jobo should consider spending more time on the theoretical part of the training and perhaps more often offer a training of one and a half day or even two days if theory has not yet been dealt with at the customer company. It is important to Jobo to show municipalities that they know what kind of problems each department faces. A similar thing goes for building corporations. Every training has to be different, depending on the job of the participants. Since every job encounters different types of aggression, they should be trained different to match the differences in types of aggression that are encountered by the employees following the training. The quality of the training and the trainer is usually checked by an evaluation at the end of a training. Jobo already evaluates each training and the trainer, but should maybe spend more time on showing that they have improved in the areas that were capable of improvement. The trainer’s performance is deemed important and some, but far from all municipalities and building corporations demand a minimum level of education of HBO from the trainer. Jobo already demands a minimum level of education from trainers of HBO, but they should maybe make an exception if the trainer has a lot of training experience, which is valued even more by municipalities and building corporations. There is no need for a diploma or certificate at the end of a training, although some would like to receive a certificate of attendance at the end of the training and perhaps Jobo should offer this. Municipalities are more likely to accept a training that consists of two full days of training while a building corporation prefers one full day of training. There also appears to be a difference in preference concerning the location. Municipalities have the preference to train in their own facility, while building corporations have a preference to train on a location that simulates reality best. This can be externally or in their own facility. Jobo should therefore create a network of (empty) houses and other facilities to train in, so they can really custom make their training for their customer. Besides this, there should be a 100% reliability. A training absolutely has to be given at the agreed date and time, as it is hard to miss the employees of a company for a whole, and perhaps even two days. My reflection on the research
Item Type:Essay (Bachelor)
Jobo Training & Coaching, Hengelo (O), Nederland
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration BSc (56834)
Link to this item:
Export this item as:BibTeX
HTML Citation
Reference Manager


Repository Staff Only: item control page