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CODE SA SECRETARIAT – ASSISTANAT
THEMES LIEUX ET DATES DUREE
ABIDJAN / OUAGADOUGOU CASABLANCA / TUNIS DAKAR DUBAÏ / PARIS/ TURQUIE
01 Informatisation du courrier, archivage et Gestion Electronique de Documents (GED) 06 Au 17 févr 06 au 17 Mars 08 au 19 Mai 03 au 14 juil. 12 jours
10 au 21 Avril
02 Techniques de prise de notes, diriger une réunion et organiser une rencontre 06 au 17 Mars 07 au 18 Aout 11 au 22 sept. 09 au 20 oct. 12 jours
03 Du secrétariat à l'assistanat de direction : outils de perfectionnent 16 Au 27 Janv. 06 au 17 Mar 06 au 17 Mars 05 au 16 juin 12 jours
04 Accueil téléphonique et gestion d'un standard ultra - moderne 20 au 31 mars 19 au 30 juin 21 Août au 1er Sept. 03 au 14 juillet 12 jours
05 Assistants et secrétaires de direction : maitriser office 2016 pour être plus performants au quotidien 03 au 14 Avril 08 au 19 Mai 08 au 19 Mai 17 Au 28 Avril 10 jours
19 au 30 juin
06 Organisation personnelle et optimisation des compétences des secrétaires et assistantes de direction 05 au 16 juin 20 au 31 mars 03 au 14 juil. 13 au 24 nov. 12 jours
11 au 22 sept. 20 au 31 mars 05 au 16 juin
07 L’expertise archivistique : conduire un audit documentaire 12 au 23 juin 03 au 14 Avr. 12 au 23 juin 11 au 22 sept 12 jours
08 communication et gestion du temps pour les assistant(e)s et secrétaires de la haute administration. 10 au 21 juillet 13 Au 24 Févr. 20 au 31 mars 17 au 28 Avr. 12 jours
09 au 20 oct. 05 au 16 juin
09 Communication et relations publiques pour secrétaires et assistantes de direction 13 au 24 Mars 18 au 29 sept. 18 au 29 sept. 23 janv. Au 03 févr. 12 jours
10 Maitriser les outils bureautiques et NTIC dans le cadre de l'assistance de direction. 10 Au 21 juil. 06 au 17 Nov. 13 Au 24 Févr. 13 Au 24 Févr. 12 jours

Heading 1

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Heading 2

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Heading 3

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Heading 4

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Heading 5

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Heading 6

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

IV Columns

A faceting effect livens up and interrupts the cubism that sets the morphology of the West system apart from the cliches.

A faceting effect livens up and interrupts the cubism that sets the morphology of the West system apart from the cliches.

A faceting effect livens up and interrupts the cubism that sets the morphology of the West system apart from the cliches.

A faceting effect livens up and interrupts the cubism that sets the morphology of the West system apart from the cliches.

III Columns

Characterised by its suitability for use in a wide range of different contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue.

Characterised by its suitability for use in a wide range of different contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue.

Characterised by its suitability for use in a wide range of different contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue.

II Columns

Characterised by its suitability for use in a wide range of contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue, available in pentagonal or hexagonal form and the elements that stand out for their striking backrests in saddle hide.

Characterised by its suitability for use in a wide range of contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue, available in pentagonal or hexagonal form and the elements that stand out for their striking backrests in saddle hide.

Text Elements

Three of these curves describe an initial Covid-related spike in demand, and three describe a short-term hit. Where each group begins to diverge, however, is in what’s likely to happen to demand over the next several years. Think, for example, of personal computer monitors or other types of goods that were declining pre-pandemic and fall into the “short-term spike, long-term decline” archetype. The story is different for online grocery shopping and collaboration services like Zoom (short-term spike, long-term growth), both of which were growing steadily before the pandemic. Experimentation during the crisis has convinced more and more customers that ordering or meeting online makes sense, pulling forward demand that will likely stick.

Highlights

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

Dropcaps

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape.

Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape.

Listings

  1. Customer Experience
  2. New Business Innovation
  3. Sales and Marketing
  • Customer Experience
  • New Business Innovation
  • Sales and Marketing

Blockquote

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.” david oswald
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