Neovartis takes pride in assisting clients to strategically integrating effective HR processes, programs and practices into their daily operations to maximize performance related to human resources by introducing or marketing "best practice" products or services as well as to provide periodic feedback to clients regarding their performance related to annual management objectives.


Neovartis Training and Consulting (Neovartis) is a regional consulting firm founded in 2007 with the vision to provide professional and innovative consulting services based on international best practices and standards to suit the organization. 

Executive Coaching

My Personal Experience as a Coach


by Roger Curtis FCIPD, MA in Organisational Psychology, Further Edu Teacher’s Certificate.

Executive Coaching is a term that has been gaining popularity, and can cause some confusion for it may be seen as a brand new management technique, when it is something that has been happening is some areas for a long time, but like many areas in management development as undergone a repackaging.

In today’s world of the World Wide Web we can turn to that wonderful source of knowledge, Wikipedia for clarification of terms:

“Coaching is training or development in which a person called a coach supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other has and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives, as opposed to general goals or overall development.

Business (Executive) coaching is a type of human resource development. It provides positive support, feedback and advice on an individual or group basis to improve personal effectiveness in the business setting. Business coaching is also called executive coaching, corporate coaching or leadership coaching.

Coaches help their clients advance towards specific professional goals. These include career transition, interpersonal and professional communication, performance management, organizational effectiveness, managing career and personal changes, developing executive presence, enhancing strategic thinking, dealing effectively with conflict, and building an effective team within an organization. An industrial organizational psychologist is one example of executive coach.

Business (Executive) coaching is not restricted to external experts or providers. Many organizations expect their senior leaders and middle managers to coach their team members to reach higher levels of performance, increased job satisfaction, personal growth, and career development. Research studies suggest that executive coaching has a positive impact on workplace performance.

There is no certification or licensing required to be a business or executive coach, and membership of a coaching organization is optional. Further, standards and methods of training coaches can vary widely between coaching organizations. Many business coaches refer to themselves as consultants, a broader business relationship than one which exclusively involves coaching.  (Source Wikipedia)


As an Organisational Psychologist I see Coaching itself has usually being regarded as an activity the line managers should do to their staff and often will involve aspects of delegation of work with an accounting interview where the staff member can discuss with the manager:

·               what they did well and how they could do even better

·               what they feel they did not do well and how they could improve


Mentoring is somewhat similar but with the “coach” not being the line manager.


Executive Coaching  I see as where the person being coached is in an executive position and the coach is more like a mentor because they are not the person’s line manager, but is a person who has considerable knowledge and skills is how to get the best out of Executive.


The role of the Executive Coach should be:

To create a learning atmosphere where the executive feels comfortable in talking about what they would like to develop in themselves, and then providing them with the means of meeting these needs.


Appropriate areas are:

·       A better assessment of themselves and how they can develop

·       Useful techniques they can use to be better managers or solve particular problems

·       An understanding of how well they have managed a particular situation and what they can learn from this in order to do even better next time

·       Specific knowledge and skill areas

·       How to solve particular problems.

·       Being able to inspire themselves to excellent performance, both at work and throughout their lives.


The above is very similar to the Action Learning Concept developed by Professor R Revans, where he advocated the use of an Action Learning Group, a technique that I have found very useful.


With Executive Coaching one is usually dealing with one on one meetings between the executive and the coach using an Action Learning approach, although there is no reason why particular executives cannot make use of an Action Learning Group if each executive feels they need synergy from each other.


In order to carry out the above, the coach needs to have credibility with the executive.  This does not mean that he or she has to be more skilled or knowledgeable than the executive, but they do need to have sufficient know-how to be trusted by the person. A comparison with sports coaches is useful here, for example, the best football coaches are not usually those who have been the best players but they do have the gift of getting the best out of a current player as an individual and team member within the circumstances of the game.  This can involve ensuring appropriate physical, mental and skill development plus advising on particular tactics and techniques to be used during the game as well as motivating the player.


From my experience, Executive Coaching involves a series of meetings with the executive. Here is a suggested outline for the meetings:  (remember that you have to be flexible in these meetings so the following is only an outline)


First Meeting: Getting to know one another.

·       Time: about 1.5 hours.

·       Equipment: flip chart, laptop connected to the WiFi, printer connected to the laptop, note pad, camera.

·       Venue: quiet room, no phones.


Explain the purpose of the sessions. Explain the ground rules of the coaching session and their structure, such as levels of confidentiality, time intervals between each sessions, and what will happen within the sessions and between sessions. Share background information about each other.

Ensure each you both have each other’s contact details.


Ask if you can take their photograph, take the photograph for reference, this is especially useful if you are coaching a number of people at different times during the day.   Explain why you are going to take notes.  ( Audio recording devices however are intimidating).


Decide on what the executive wishes to get from these meetings.

 Suggest that they might want to learn more about themselves. Suggest that they complete a personality questionnaire. I suggest the Saville “Wave “questionnaire with the Expert, Leadership and Development Reports being generated.  Ideally have the executive complete it on line during the session or at home.


Start an Action Learning activity by helping the executive identify any improvements or work problems on which they may wish to focus.   Help the executive clarify at least one of these.  Provide knowledge input where appropriate  ( this may include referring to articles which you may have on your hard drive  that you can print out, or subjects for them to look up on line), and agree an action plan.


Planning for the next session – (probably 2-6 weeks later). Agree with the executive on what they are going report at the next session and what you are going to do during the next session, this to include giving feedback on the “Wave” questionnaire.

Note Taking – It is important to take notes and type them up for use in the next session.

Second Meeting .  About 4-6 weeks after the first session.   Time, equipment, venue - the same as the first meeting. Outline structure:

·               Executive  gives an account of what he/she has done and learnt

·               Wave feedback, review of development plan and leadership report generated by “Wave”

·               Getting other information

·               Action Learning Activity: deciding improvement/ problem solving areas, coaches inputs, mutual ideas generation, agreeing action plans.

Executive gives an account of what he/she has done and learnt

From experience, it is a good idea to remind the executive during the period between the two sessions of the agreed action plan and accountability report.


Hopefully they will give you a clear account of what they have done and learnt.  You can then extend this where appropriate to the next session.


Wave Feedback

You need to be trained in the properties of this instrument and in how to give proper feedback.  Once the Executive understands and accepts the results one can then decide how best to use the insights gained.  Particularly useful tools are the development and leadership reports generated by the questionnaire.  The development report can easily be turned into a development action plan by means of agreeing with the executive which of the suggested actions to do, giving a time line, a reporting back date, a sign off / or further action box.


Getting Other Information

Chris Argyris in his book “Intervention Theory and Method” points out the need for valid, appropriate and useful knowledge. This works for both organisational and executive development.  Therefore, as well as getting useful personality information, you should find out what other information the executive would find useful to his/her development. Some of this information might already exist through appraisals or surveys. Some they might have to seek out.


It is important for the executive to have clear reality perspective when considering this information to decide how valid, appropriate and useful this information is.  As a coach, you can help in this by working with the executive in getting and examining this information.

It is often useful for the executive to also have information on the staff their staff, peers and boss.


I find producing a Repertory Grid with the executive is very useful to obtain this information, and therefore explain that we will be covering that in the next session.


Action Learning Activity: deciding improvement/ problem solving areas, coach’s inputs, mutual ideas generation, agreeing action plans.

This would be like the previous meeting.


Third Meeting


·               Executive  gives an account of what he/she has done and learnt

·               Production of a Repertory Grid

·               Action Learning Activity: deciding improvement/ problem solving areas, coach’s inputs, mutual ideas generation, agreeing action plans.


The first and third items are the recurring ones for all sessions.  I normally use the Repertory Grid with executives for them to get clarity about their staff, but it can also be used with some adjustments for peers and bosses.

The Repertory Grid approach if basically very simple and very low tech. Once you have started using it, make any necessary adjustment to make it work for you.


In essence when using it with staff working for a person, it helps to identify the factors that that produce a good performer as opposed to a poor performer.  This information can then be used in:

·               Staff selection

·               Job redesign - producing a method of working that fits the staff or players (sports analogy) you have.

·               Staff Training and Development

·               Remedial Action with your staff.



Meeting 4 and Beyond

·               Executive  gives an account of what he/she has done and learnt

·               Action Learning Activity: deciding improvement/ problem solving areas, coach’s inputs, mutual ideas generation, agreeing action plans.

The above continues as long as necessary, somewhat like Physiotherapy until the person feels they can go it alone.





Mystery Shopping

Mystery Shopping Service

“Do what you do so well that they want to see it again and bring their friends” Walt Disney


At Neovartis, we understand the importance of outstanding customer service. In order to help you evaluate your customer service, we give you objective insight into exactly how your business is presenting itself to your customers. 

We make anonymous visits or calls to your locations and answer custom questionnaires to give you a comprehensive, unbiased view of your operations from the point of view of your customer. From branding and operational compliance to customer service, appearance and wait time, you can measure and optimize your operations, improve customer satisfaction and maximize sales.

Why your business needs Mystery Shopping

  • It costs your company 5 times more to get a new customer than it does to retain an existing one.
  • Today, with increased competition, customers have the ability to look to other companies when they are not satisfied.
  • Each year millions of dollars are spent on advertising to attract new customers, yet it is excellent service that keeps them coming back.
  • The leading cause of dissatisfaction among consumers is usually poor customer service
  • Statistics have shown that over 90% of your customers will not complain when they are dissatisfied and often you may not be aware of the 10% who do complain.
  • 13% of customers who have had a negative experience will tell 20 or more potential clients of their negative experience
  • 91% of all customers who do complain won’t do business with your company again.

What We Measure

  • On-site branding and operational compliance.
  • Staff appearance, friendliness and engagement.
  • Sales force effectiveness.
  • Wait and service time.
  • Overall quality of product or service.
  • Cleanliness and general appearance of location—both interior and exterior.
  • Product/service selection and availability.
  • Up-selling of additional products and services.
  • Customer thank you and invitation to return.
  • Overall on-site customer experience.
  • Hotline effectiveness
  • Drive-thru wait and service time 
  • Just about anything that is important in your many locations.

What will you Achieve

  • Improved operational performance to maximize the customer experience, sales and profitability.
  • Better management decisions based on real-time data and feedback.
  • Better brand compliance and performance, differentiating your brand promise to customers.
  • Identified areas where new procedures and/or additional training can improve your bottom line.
  • An understanding in real-time of top and bottom performing stores.
  • Desired employee behaviors reinforced by rewarding store managers and personnel who deliver an outstanding guest experience.
  • Correlated sales results to specific operational areas in your stores with collected data

Learn more about our Mystery Shopping services—contact us.


Become a Mystery Shopper 

  • It’s free to sign up! 
  • It pays! As a mystery shopper, you’ll get paid to eat and shop for at your favorite brands.
  • It’s important. Mystery shoppers make an impact in their local communities by helping stores, restaurants, and banks become better places for consumers like you to visit. Mystery shopping drives real improvement for future customers in areas such as customer service, product selection, and cleanliness.

We have been a Mystery Shopping provider for around 7 years and have built a fantastic network of Mystery Shoppers in this time but we are always looking for new people to join our growing team! 

As a Mystery Shopper for Neovartis you will be paid to contribute to the improvement of customer service for our clients. Mystery Shopping is a undercover service so interactions with our clients are made as if you are a 'normal customer'. You will record what you have observed during your visit using our online reporting system attaching any necessary evidence. Whether you are making an inquiry about financial services, purchasing goods in a supermarket or visiting a health club, the reports you complete are ultimately used by our clients to make important business decisions so they must be detailed. 

It’s quick and easy to sign up to become a Mystery Shopper with Neovartis, simply fill out our online registration form by clicking 'Sign Up'.

As a Mystery Shopper for Neovartis your work is carried out on a self-employed basis and once accepted you will be able to apply for assignments through your online Mystery Shopping Dashboard.

You are not obliged to take on any work that does not appeal to you. You have the freedom to pick and choose which assignments you apply for to fit around your schedule. The fee per assignment includes your travel costs and any miscellaneous expenses and is relative to the type of assignment and the complexity of the task. 

See more FAQ's on becoming a mystery shopper here.


Mystery Shopper FAQs


Being a mystery shopper is a great way to earn extra income whilst doing something challenging and productive.  The reports you submit carry real significance and are used to help manage, recognize and reward the staff members you deal with. A good mystery shopper always remembers this fact and scores their reports fairly and objectively.

Who is Neovartis?  Neovartis is a leading consultancy and partner for multi-location businesses. Through our network of independent consultants and shoppers, we provide our clients with insight into the experience their customers encounter. This information helps clients implement strategies, make better decisions and identify development programs to improve their customer experience.

What is mystery shopping? A type of market research, it is a standard and common business practice where service evaluations are made without the store’s personnel being aware that they are being “evaluated”. 

What does a mystery shopper do? Anonymous “shoppers” pose as ordinary customers and evaluate the business based on service, cleanliness, food quality and other factors that the client may require. As a Shopper (not an employee), you would receive complete guidelines for each shop that you choose to accept. Average shop time is between 30 minutes and 1 hour.

What kind of “shops” might I do? We shop a variety of retail shops including supermarkets, fast food establishments, sit-down restaurants, retails, banks, telecommunication companies, etc.

Is there a charge for registering as a shopper? No, absolutely not. You will never be asked to pay to register with Neovartis or for taking any tests once registered.

What do I get paid? For many shops you will be paid a fee to compensate you for completing our service questionnaire and/or for other shops you may get a reasonable compensation on purchase of a meal, product or service. Shoppers are paid once a month either by check or direct deposit, for all approved shops completed in the prior calendar month. Fees are paid only for reports acceptable to our clients.

What are the requirements for being a mystery shopper? It’s very simple. All you need is a registered email we could communicate with you, access to a computer or PDA. A smart phone will help tremendously when using our Mystery Shopper App. You will require internet access. You need excellent observational skills and must be very detail oriented. And most important you must LOVE TO SHOP! 

What is the process for receiving tasks? Once your submission is approved, you will receive a password and the address of our Shopper Website where you can access the open opportunities listed in your inbox. When an opportunity to shop is accepted, you then choose from a range of dates when to perform your shop and a specific location. You have the option to choose more than one task to be completed. Accepting a shop means you are committed to completing the shop during the time frame that you choose. A thorough review of the guidelines is required prior to performing and completing the shop. After each shop, you simply complete the report online or on your mobile app and submit it for approval. The most important aspect of securing more work is to check the job board regularly. We might place hundreds of assignments on the job board but they get taken up really quickly, so whilst sometimes it might seem that there is little activity, the reality is that you have probably ‘missed the opportunity’.

What is my obligation? With Neovartis, you are never obliged to take on work. As a mystery shopper, you are a sub-contractor and it is entirely your decision which assignments to apply for. 

Have more questions? Please contact via the link contact us 


Our Services

Our Services

360 Degree Assessment

Assessment/Development Centers

Career Counseling

Corporate Training

Customer Service Evaluation

Developing Effective Processes

HR Consultancy

Leadership Training including outdoor exercises

Management and Supervisory Training

Mystery Shopping

Organizational Development

Personal Effectiveness Training

Psychometric Testing and Personality Assessment

Socio - Technical Systems Development

Team Development

Training Evaluation

Training in Psychometric Testing

Training Needs Analysis


Applying to Join Us

Trainers: we have three categories of trainers

Full time Trainers: (open to all nationalities)

Part time Trainers: (Open to Bahraini Trainers)

Visiting Trainers: (Open to all nationalities)


All trainers are required to have a master’s degree at minimum and must have a record of accomplishment in delivering training workshops, which are competency based.


Consultants: we have two categories of consultants:

Senior Consultants: with a minimum of 4 years of Psychometric Assessments qualified to level B of British Psychological Society


Junior Consultants: minimum B.Sc. In any discipline


Support Team Member: The general office support team, Accounting, Marketing, Administration, etc.

Full time: (Open to all nationalities)

Part time: (Open to Bahrainis)



To apply you need to do the following:


1.     Go to our website,

2.     Choose the tab contact us.

3.     Put you information and email address

4.     In the message body write that you are applying for a job at Neovartis and which category you would like to join us (i.e. - Trainer, Consultant or Support Team)


Once we received your contact request a member of our recruitment team will email you to inform you to submit the documents listed below via specific instruction on how to deliver these to us.


You would be asked to submit the following: (all to be PDF format – and please no phone pictures of documents)


1.     A hand written application covering letter (please scan and email in PDF format)

2.     Your Resume

3.     Your CV

4.     Scanned copy of your qualifications.

5.     At least two references with your consent to contact them (we always contact the references)



Please do not send any original documents to us, not yet, we will be asking for the original documents during the interview.



Meeting Skills



1.0   Meetings can be very formal and large, or quick ad hoc affairs between a few people.  They can be useful because they enable:


·Information to be exchanged


·Problems to be worked on together


·Decisions to be made as a group


·Decisions to be accepted as a group


·Responsibility to be shared


·Jobs to be allocated as a group


·The leader to be recognised as the leader


·Social needs to be satisfied


·The group to be briefed as a whole


However, meetings can also be very wasteful and a source of much bitterness if they go wrong.  The reasons for meetings going wrong are many, some more preventable than others.


A number of simple practises can help to greatly reduce the chances of failure.


2.0   Good Preparation


2.1 Make sure that a meeting is the most suitable course to take, for some activities are best left to individuals to work out on their own.  For example, some types of problem solving are difficult to do if surrounded by people.  One might have a meeting to share information about the problem, then allow people to go away to work out solutions and return to present them.


2.2 Decide the purpose of the meeting.  Do not assume meetings always have to have action items.  Some meetings can be simply for information exchange.   


2.3 Decide the agenda, who should attend, when and where to hold the meeting and its duration.  Sometimes it is legitimate to have a meeting to decide the agenda.  Some writers suggest that for certain regular meetings the agenda can be decided at the meeting - this ensures items are relevant but prevents pre-meeting preparation.  Normally an agenda should be sent out early enough so people can prepare.  Ensure that the agenda is understandable and not vague. 


2.4 Decide on any special rules of operating and decision making eg. having a voting system, standing orders etc.  These are more common in special formal meetings.  However most work meetings are more informal.  Nevertheless it is often a good idea to agree some basic way of operating and attitude to take eg. is the meeting going to authorise something or just enquiring into things?


2.5 Prepare support material and let participants have it in good time.


2.6 Prepare the room.  Think where people are going to sit - it can affect the meeting.  Make sure there is a flip chart available for focusing the group.


2.7 Decide if a record is to be kept and who will write them.


2.8 Decide how the meeting is to be conducted, for there are a variety of methods.


·  The manager to chair the meeting or the chair to be chosen from the group.


·  To appoint a facilitator who will concentrate on group process and report back at the end of the meeting.


·  To appoint a person to write on the flip chart.  


There is no "right" method but it is good to think through how the meeting will operate.


2.9 Decide who should be attending the meeting; there are many factors to consider: expertise, who needs to know, morale, who will contribute, who will damage the meeting, size required, availability, status, politics.


2.10 Consider the team roles you will require the people to play eg. a brain-storming meeting will need people to come up with ideas.


3.0 Conducting The Meeting


Good preparation will be wasted if the meeting itself is not conducted properly.  Therefore the person in charge of the meeting needs to carry out certain roles:


3.1 Lead the meeting by:


·Helping the group understand and reach its objectives.


·Practicing good listening and questioning skills in order to help the group develop ideas


·Being interested and keen in order to energise the group with your enthusiasm


·Keeping the meeting going at a pace that prevents boredom


·Having a sense of humour to help the event to be enjoyable ( but not sarcasm )


·    Initiating - ideas, issues, problems, opportunities for   the group to consider


·    Keeping the meeting on track


·    Clarifying - making sure everybody understands what is happening


·    Providing Information


·    Integrating and summarizing - putting together the ideas and facts so that they make sense to the meeting and building a solution that the meeting can understand.


3.2 Control the Meeting


It is important that the person leading the meeting keeps it on track.  This usually means keeping to the agenda and planned timetable.  If during the course of the meeting the agenda is changed, then it should be a deliberate change of plan not because the meeting has got out of hand. 


This means that "people problems" are handled and pitfalls are avoided.


3.2.1  People Problems


There are times when an individual's behaviour will disrupt the smooth flow of a meeting either by wasting time or creating a negative atmosphere.  Some of the common types are listed below with ideas on how to overcome them.  However the most appropriate actions will be determined by many factors including:


·    The relationship of the chair with the rest of the group in terms of status, position, acceptance.


·    The nature of the group itself; is it a team or a group of individuals meeting together?


The Pessimist - this is the person who constantly raises objections, always sees the negative point of view.  This can stifle enthusiasm.


The best way to control is to ask the person to give reasons for the view, acknowledge   them, but carry on in order to get the whole picture.


The Optimist - this person can go too far the other way, and prevent critical thinking by blind acceptance.  Again one should ask for reasons.


The Talker - these are people who talk too much and prevent other views being made.  One must be careful not to dampen enthusiasm.


Some control ideas are: get them sitting near you so you can unobtrusively slow them down, have a quiet word before the meeting giving them a "game" plan which includes inviting them in at the appropriate time, asking them to be the process observer, tactfully asking others directly for their opinions.


          The Quiet One - these are people, who say nothing because of shyness.  Try and draw them out.  Ask easy questions.  If they are left alone some good ideas or information might be lost.  If they do put forward an idea do not squash it but examine it.


The Sleeper - occasionally you might get someone whose body is there but their mind is not.  Have them participate more by; sitting them close to the chair, writing on the flip chart, asking them questions. 


The Supercritic - this is a person who immediately verbally shreds every suggestion, before it has been given a hearing or been used to stimulate other ideas.  Ask them to delay their criticism for a more suitable time.


The Usurper - this is a person who tries to take over the meeting because they want to be the leader.  If you have been leading the meeting as already suggested it is unlikely that this person will be successful.  However there are times when it is best to let the leadership shift, you might ask that the person take over for a certain item on the agenda.


 You can still control the meeting by thanking  the person for their contribution, summarising and moving on.


The Comedian - this is the person who takes humour too far and wears down the commitment of the others.  Probably the best method is to politely suggest to the whole that the meeting move on, reminding them of time limits.


The Organisational Player - this is the person who is bound up with internal politics and is trying to manoeuvre the meeting in order to gain some organisational advantage


Remind the person of the point of the meeting, suggest that the issue be dealt with at another time, or ask the group, if they want to deal with the issue then and there but remind them of the purpose of the meeting.


The Sulk - there are people who are determined to be unco-operative.  Try and bring them in by flattening their expertise, if this does not work one can ask how the group feels or have a discussion with the person afterwards. 


3.2.2  Pit-Falls to Avoid (in addition to the "people" ones)


Process Problems - basically the group is not working together.  Raise this as an issue.  Try and come to some ground rules.


Hidden Agenda - conscious or subconscious attempt to steer the meeting somewhere else.  Raise the issue - decide if it should be on the agenda.

Blocking/Plops - not letting an idea be raised, squashing it.  Acknowledge idea.  Give it a fair hearing.


Topic Jumping - Keep control.


Getting Nowhere - summarise.


Buck Passing - not taking responsibility.  Face meeting with it.


Uni-decisions/Early Quits - this occurs when a decision is accepted too quickly without proper thought or because someone, often the chair, has imposed its will.


Often, there "appears" to be a consensus when in fact people are reluctant to voice their opinions and "group think" has occurred.


Win-Lose - this is when the meeting has formed sides and the debate has become one of beating the other. Raise the issue.  Let off the steam.  Focus the group on the issues. 


Flight - a person opting out because of being upset.  Try to bring them in, protect from aggression


Splintering - breaking into small groups for side conversations.


Focus group, or deliberately organise the split.


Attention Getting - Keep people to the point, ask searching questions


3.3 Summarise The Meeting


This is a very important aspect of conducting the meeting.  It is up to the meeting leader to bring the threads together and prevent confusion about what has been accomplished.  The leader then should ensure that this summary is recorded. 


3.4   Delegation


Most meetings generate some work needing to be done, even if it is just preparing for the next meeting.  The meeting leader needs to make sure all assignments are allocated and those assigned are clear about their responsibilities and committed to them.


3.5 Resolution


Where a resolution is required from the meeting and agreements cannot be reached,  leaders must resolve the situation either by making the decision themselves, (if they have authority) or identifying outstanding issues and seeking out a means of resolution later.  Again there needs to be clarity over who is doing what.


4.0 Closure and Follow-up


Finally at the end of the meeting there should be a reminder of points 3.3-3.5 and an overall summary.  Where possible you should end on a note of accomplishment.


Ensure that a proper record is kept; such items normally included are: time, duration, those present, agenda, decisions/actions, main points, next meeting.


Follow up any agreed action items. 



Ali Khorrami

Congratulations to Ali Khorrami, (Trainee Consultant) for winning The Classic Gym's Weight Loss Program.



Ali S. Abdulkhaleq

Congratulations to Ali Shahram (Junior HR Consultant)  who recently graduated from Ahlia University and was on the Deans Honors List as a high achiever.

التسوّق السري

التسوّق السري، أو الخفي، أو المقنّع، هو اتجاه أو طريقة جديدة للتسوق بدأ بالإنتشار في الولايات المتحدة ثم أوروبا فيما ضل قليل الإنتشار في الدول العربية. يتضمن هذا المفهوم في استخدام أشخاص مدربين يقيسون جودة الإلتزام أو جودة عمليات خدمة العملاء وذلك بتمثيل دور عميل حقيقي دون أن يشعر به أحد.  

 ،في التسوق السري يجب أن يكون المتسوق مجهولاً ولا يفشي لأحد سر عمله، ويقوم بزيارة احدى المؤسسات الخدمية كالمجمعات التجارية، أو المطاعم، أو البرادات الكبيرة، أو غيرها، بحيث أن يقوم بتقييم الخدمات التي تقدمها هذه المؤسسات أو المنشئات من جميع النواحي، بشرط أن يكون المتسوق مجهولاً للمؤسسة نفسها وأن يتسوق كغيره من العملاء الآخرين.

وبعد الإنتهاء من عملية التسوق، يقوم المتسوق السري بملأ استمارة أعدت خصيصاً لهذا المجال يحتوي على أسئلة وإجاباتها عبارة عن اختيارات، وتكون الأسئلة متنوعة تضم عدة أبواب منها مايخص المنشأة ككل، ومنها مايخص الموظفين، وخدمة العملاء، فيقوم المتسوق بملاحظة هل قام الموظف بتحيته مثلاً؟ هل كان واقفاً أم جالساً أثناء عمله؟ كم المدة التي استغرقت عمليتك لإتمامها؟ والخ.. وبعد الإجابة على كافة الأسئلة تأخذ هذه المؤسسة درجة معينة نقيس بها أدائها.

نحن في نيوفارتس نتفهم مدى أهمية خدمة العملاء المتميزة، لذا نقوم بمساعدتك في تقييم خدمة العملاء ونعطيك فكرة موضوعية عن كيفية تقديم عملك إلى عملائك.

لماذا قد يحتاج عملك إلى التسوق السري؟ وماذا نقيس؟ وماذا ستحقق أنت كصاحب عمل؟ وكيف يمكنك أن تصبح متسوقاً سرياً؟

لتفاصيل أكثر، يمكنكم الضغط هنا.  



Negotiation Skills

What is Negotiation?

Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute.

Specific forms of negotiation are used in many situations: international affairs, the legal system, government, industrial disputes or domestic relationships as examples. However, general negotiation skills can be learned and applied in a wide range of activities.  Negotiation skills can be of great benefit in resolving any differences that arise between you and others.

Stages of Negotiation

In order to achieve a desirable outcome, it may be useful to follow a structured approach to negotiation. For example, in a work situation a meeting may need to be arranged in which all parties involved can come together.

The process of negotiation includes the following stages:

1.    Preparation

2.    Discussion

3.    Clarification of goals

4.    Negotiate towards a Win-Win outcome

5.    Agreement

6.    Implementation of a course of action


1. Preparation

Before any negotiation takes place, a decision needs to be taken as to when and where a meeting will take place to discuss the problem and who will attend.  Setting a limited time-scale can also be helpful to prevent the disagreement continuing.

2. Discussion

During this stage, individuals or members of each side put forward the case as they see it, i.e. their understanding of the situation. 

3. Clarifying Goals

From the discussion, the goals, interests and viewpoints of both sides of the disagreement need to be clarified. 


4. Negotiate Towards a Win-Win Outcome

This stage focuses on what is termed a 'win-win' outcome where both sides feel they have gained something positive through the process of negotiation and both sides feel their point of view has been taken into consideration. 


5. Agreement

Agreement can be achieved once understanding of both sides’ viewpoints and interests have been considered.


6. Implementing a Course of Action

From the agreement, a course of action has to be implemented to carry through the decision.


Failure to Agree

If the process of negotiation breaks down and agreement cannot be reached, then re-scheduling a further meeting is called for.  This avoids all parties becoming embroiled in heated discussion or argument, which not only wastes time but can also damage future relationships.


Informal Negotiation

There are times when there is a need to negotiate more informally.  At such times, when a difference of opinion arises, it might not be possible or appropriate to go through the stages set out above in a formal manner. 




Marketing is the identification and profitable satisfaction of customers’ needs’. There are a lot of thought that are kept in the process of marketing. Marketing has three components. Identifying needs, satisfying them, and making profit. To reach towards corporate success four factors are kept into it. Genuine market orientation, increased organizational flexibility, improved marketing professionalism, and heighten environmental sensitivity. These four factors are all kept in a circle. The virtuous circle of best marketing practice.

Market planning can be defined as “anticipatory decision making” you must know the ‘marking decision processes. It is named a process because it starts from the beginning and moves, systematically, through ‘tactics’, and the details of marketing activity. Starts with objectives, the market, market segments, the targets, the needs/ wants / desires, external attitude influences, the benefits, the competition, the strategy, and components. The components are the “marketing mix” which are product, price, distribution, and promotion. Last but not least are the tactics, and review. All of these move in order to help you with your marketing decision process. These are the bare basics of marketing. If interested please help yourself to the book Successful Marketing in a Week (Davies, E., and B. Davies. Aprenda Los Secretos Del Marketing En Una Semana. Barcelona: Plaza & Janés, 1995. Print.)




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