{"id":1349,"date":"2025-04-01T16:12:10","date_gmt":"2025-04-01T14:12:10","guid":{"rendered":"https:\/\/www.co-construire.com\/en\/home-2\/"},"modified":"2026-03-24T14:46:57","modified_gmt":"2026-03-24T13:46:57","slug":"home-2","status":"publish","type":"page","link":"https:\/\/www.co-construire.com\/en\/","title":{"rendered":"Home"},"content":{"rendered":"\t\t
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Co.CONSTRUIRE\u00ae helps B2B companies operating in complex fields to take their commercial strength to the next level.<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Training and seminars
Complex Sales & key people Coaching
Sales Transformation Advisory<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Complex Fields<\/strong> : Complex areas: Complex services, products, engineering and consultancy, high added value, risk-critical projects and operations, complex customer relationships and internal collaborations, dynamic competition, high technical intensity, demanding political, regulatory and societal dimensions, etc.<\/i><\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Discover<\/a><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Why take the next step?<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Among business development training and consultancy firms<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Singularity Co.CONSTRUIRE\u00ae N\u00b01<\/span><\/p>

Specialist
in complex sales<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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To succeed in complex business, a whole range of levers must be activated in parallel.<\/p>

On each lever, Co.CONSTRUIRE\u00ae commits all those involved in sales to progress that can be put into practice in the human reality of the company.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Singularity Co.CONSTRUIRE\u00ae N\u00b02<\/span><\/p>

Combining training
and business coaching<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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This combination ensures that we work on concrete issues and turn our support into business results.<\/p>

immediate and long-term.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Singularity Co.CONSTRUIRE\u00ae N\u00b03<\/span><\/p>

Towards more co-construction
with your customers<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The companies that win major and complex contracts are those that succeed in co-constructing with their prospects\/customers from the very beginning of the tender process and throughout the entire commercial cycle.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Examples of our customers’ challenges<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\n \n \n Increase the proportion of large deals <\/span>\n \n \n <\/div>\n\n \n More stable, structured and visible, but complex <\/span>\n \n <\/div>\n <\/a>\n <\/div>\n
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\n\n \n \n Increasing business focus <\/span>\n \n \n <\/div>\n\n \n in \"technically intensive\" companies <\/span>\n \n <\/div>\n <\/a>\n <\/div>\n
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\n\n \n \n Increase your value... <\/span>\n \n \n <\/div>\n\n \n as perceived by your customers, across all business lines <\/span>\n \n <\/div>\n <\/a>\n <\/div>\n
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\n\n \n \n Grow your business with new offers <\/span>\n \n \n <\/div>\n\n \n without killing your existing business <\/span>\n \n <\/div>\n <\/a>\n <\/div>\n
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\n\n \n \n Promoting and selling innovation <\/span>\n \n \n <\/div>\n\n \n <\/div>\n <\/a>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n
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There are many reasons why you may have built your business on a large number of very small deals (e.g. the original culture of the \u00ab\u00a0Technical Assistance\u00a0\u00bb business, or growth through the acquisition of companies with a low average volume per deal, etc.).<\/p>

Although it has a number of advantages (no business is important and high agility), it also generates major difficulties (low level of value, crushing of margins in the face of strong purchasing departments, difficulty in differentiating, difficulty in amortising the company’s structure and pooling costs).<\/p>

But to win major projects under the best possible delivery conditions, all the business development forces (sales and technical) will have to be aligned on \u00ab\u00a0selling in complex environments\u00a0\u00bb behaviour and sales methods throughout the sales cycle.<\/p> <\/div>\n <\/div>\n

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Technically-intensive\u00a0\u00bb companies base their development on their legitimacy, their operational and technical excellence, their capacity for innovation (technologies and processes), and their ability to manage technical, financial and even safety risks.<\/p>

Their first culture is very often a technical one. This culture is a strategic asset, but it can lead to a lack of commercial performance and customer focus.<\/p>

Sucked in internally, sometimes to the detriment of the customer’s concerns; More of a \u00ab\u00a0technical response to technical needs\u00a0\u00bb than a value proposition to meet the customer’s business challenges;<\/p>

Sometimes insufficiently attuned to the customer issues that drive their needs;<\/p>

Commercial relations with technical decision-makers at customers’ sites and insufficient relations with senior decision-makers;<\/p>

Sometimes defensive, drawn towards risk management, to the detriment of a fair balance between delivery risk and possible commercial gain.<\/p>

They can make progress by adopting value-centred attitudes and sales methods that are both commercially effective and perfectly suited to their technical culture.<\/p> <\/div>\n <\/div>\n

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You offer services and innovations with high added value, but your customers don’t recognise this value, and unfortunately this is reflected in your sales prices.<\/p>

You have only two options: either you really lower your added value, your R&D, your ingenuity, and you try to maintain your prices to hold your margin, and you seek to succeed like a \u00ab\u00a0commodities\u00a0\u00bb pro, or you enter into a demanding \u00ab\u00a0high value\u00a0\u00bb dynamic and must have your value recognised by your prospects and customers.<\/p>

But raising the level of perceived value of your activities, as perceived by your customers, will require you to adopt a \u00ab\u00a0value\u00a0\u00bb orientation in your communication with them, to focus more on their business issues upstream of the AO, than on their technical needs, and to implement a \u00ab\u00a0Value Selling\u00a0\u00bb communication and sales model.<\/p> <\/div>\n <\/div>\n

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You will be developing new offerings and new delivery methods in order to grow or even survive (digitalisation, our services and products, AI, turnaround, more structured managed services, etc.).<\/p>

But the trajectory is going to be difficult. You know you have to maintain your historic business at the same time.<\/p>

To succeed, you will need to seek out new \u00ab\u00a0quick wins\u00a0\u00bb that are emblematic of your strategy, and then communicate strongly internally to convince people and spread success.<\/p>

\u00a0The old sales model probably also needs to be adapted or supplemented, and you need to be able to make several sales methods coexist, and to select internally, recruit and make successful business developers (synchronised sales and technical managers) with new skills.<\/p> <\/div>\n <\/div>\n

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You innovate (technologies, including digital, new processes, new business models, etc.), with a \u00ab\u00a0save money\u00a0\u00bb or \u00ab\u00a0make money\u00a0\u00bb focus, or ideally both. But for this to make sense, your customers and prospects must not take 95% of the profit you generate as their own!<\/p>

But if your way of selling is \u00ab\u00a0cost margins\u00a0\u00bb, in other words, if your communication with your customers is based on \u00ab\u00a0how\u00a0\u00bb you do things (with a price), then when your cost goes down, thanks to a relevant innovation for example, your customer will demand the gain and concede a tiny part of it to you.<\/p>

And in highly innovative companies, particularly on the technical front, the overall mind set may focus more on the \u00ab\u00a0how\u00a0\u00bb than on the \u00ab\u00a0why\u00a0\u00bb and the value for the customer.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div> <\/a>\n <\/div>\n <\/div>\n \t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\"1-Thales.png\"<\/figure><\/div>
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3 Singularities of Co.CONSTRUIRE<\/span>\u00ae<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Making progress on all the levers of success for complex sales <\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Our services are based on the following basic modules<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D\u00e9couvrir les enjeux et l\u2019approche sur chacun des domaines de progr\u00e8s<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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High value Prospecting<\/h2>

Acquire the keys to asserting your legitimacy and making decision-makers want to co-construct with you<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Being connected to high-level decision-makers is an essential lever for establishing your legitimacy and leadership, both with your customer and internally within your company. These decision-makers hold strategic information, have the power to trigger action and significantly influence decisions.<\/p>

Entering their circle of trust enables you to adapt your strategic offerings, trigger and sell major projects and focus your company’s efforts on what’s important.<\/p>

But these decision-makers are in great demand. They are demanding and have little time. How can you access them, and how quickly can you build trust compared to your competitors?<\/p>

You will need to master your FEE: what Focus, what energy to maintain over time, what efficiency in your prospecting<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Selling upstream of invitations to tender<\/h2>

High-value selling in a complex environment<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Major deals structure your business base and make a major contribution to your image in the market.<\/p>

In the case of new business, it is sales growth and its contribution to margins that are at stake. If major contracts are renewed and lost, the financial and social cost can be high.<\/p>

But your competitors are just as determined as you are. You will have to work upstream to provide the best added value, work in teams, and stay in contact with the customer over what will probably be a long sales cycle.<\/p>

How can we listen to the issues at an early stage, when needs are not yet mature? How can we propose a strategic vision that will trigger a new project? It’s mastery of the issues and the relevance of the ideas for resolving them that enable us to promote the highest value and defend our prices as effectively as possible. Getting away from your own habits and technical solutions to really listen to what’s at stake for your customers, your business, your strategic development…<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Proposal – RAO & Executive Summary<\/h2>

Differentiating and enhancing, rather than describe.
Business proposal \ufe0f \u25cf Executive Summary \ufe0f \u25cf Oral defence materials<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The strength of your sales proposal has a major impact on your sales ratios and contributes to more than 35% of your customer’s decision. By clarifying your added value, you can better defend your prices and therefore your margins.<\/p>

What’s more, your sales proposals as a whole partly create your company’s image and its value (how many offers do you send out per year?).<\/p>

Your challenge: to write in such a way as to engage your readers, i.e. to enhance and differentiate your offer.<\/p>

But designing customised proposals while maintaining a high degree of industrialisation in the drafting process is difficult, particularly for complex proposals drafted by a team.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Conducting impact oral defence<\/h2>

Create the \u00ab\u00a0show\u00a0\u00bb as a team, while providing decisive and lasting rational arguments<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The oral presentation is \u00ab\u00a0THE\u00a0\u00bb moment that influences the final decision. A perfect presentation can make up for a mediocre pre-sale, and an average presentation can lose you even when the upstream process was perfect.<\/p>

This is the moment when your customer sees the credibility and value of your company and your teams.<\/p>

It\u2019s also the culmination of a costly and intense pre-sales effort.<\/p>

However, despite the stakes, a lack of anticipation in the face of tight deadlines and a lack of oral power reduce the chances of success.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Complex negotiations<\/h2>

Getting your customer to recognise your value \u2026 between cooperation and mastering the balance of power<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Your ability to negotiate on critical and complex projects has a direct impact on your results.<\/p>

Negotiation is THE moment when your customer recognises your value.<\/p>

The stakes are threefold: 1. will you reach an agreement? 2. On what terms for you (price, operational, functional, risk-taking conditions, etc.)? 3. Will your relationships with your stakeholders deteriorate over the medium and long term?<\/p>

How can you succeed with long, difficult processes involving multiple players in your company and with your customers or partners?<\/p>

Will you be able to create a powerful co-construction with your customer despite the necessary legal framework? How can you navigate effectively between power struggles and collaboration?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Leadership and Sales management<\/h2>

Act as a leader in genuine co-construction, with your customers, internally and with your partners<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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To succeed in complex businesses, the business leader (IA, GAM, Bid Manager, Business Director) must be able to bring on board numerous internal players and external partners. But these players are called upon to work on multiple projects.<\/p>

If the business leader behaves like an \u00ab\u00a0order giver\u00a0\u00bb, failure is guaranteed, with the result that General Management will be over-solicited to arbitrate.<\/p>

How can the business leader sell the opportunity internally? How can they foster the win spirit and create a team that is truly empowered and committed to the business?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Lobbying et Key Account Management<\/h2>

Strategic influence at the highest level, towards more co-construction to build deeper partnerships<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Account management is essential to transform a customer into a genuine long-term partner. How much does this customer mean to you? Probably a lot\u2026 How much do you mean to them?<\/p>

To succeed, you need to be able to generate a genuine, deep and lasting co-construction. Why should your customer agree to co-construct with you when all your competitors are looking for the same thing? Will you be able to invest the right amount of energy on the key issues in your relationship and what to do between issues?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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High value business meetings<\/h2>

Value-oriented interactions<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Winning major deals requires the ability to mobilise a complex ecosystem of players: customers, your company\u2019s internal staff and partners, at every stage of the sales cycle.<\/p>

To achieve this, you need to be able to convince people over the long term, and building trust quickly with each of these players, starting with the customer, will be a key factor in the success of the sale.<\/p>

The timing of the business interview is key.<\/p>

The difficulties? Getting your interviewee to express their true motivations and constraints. Knowing how to decipher what is important in what they say, or don\u2019t say, expressing yourself so that you can get them on board and really team up with them.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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High-Value Prospecting<\/strong><\/p>

If your offers are high value-added, you must target strategic decision-makers, not just technical managers.<\/p>

How should you prepare and act when addressing these leaders\u2014individuals who may not have clearly defined \u201cneeds\u201d but likely have strategic challenges to solve?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Selling Upstream of RFPs<\/strong><\/p>

Why waiting for RFPs puts you in a difficult position.<\/p>

How to interact with the right people when no need is yet defined: listen to strategic challenges, promote a vision, and initiate a co-construction process to define those needs together.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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RFP Proposal & Executive Summary<\/strong><\/p>

How to move from a \u201ctechnical document with a price tag\u201d to a compelling and differentiating offer.<\/p>

And for mega-deals, how to build powerful deal marketing that stands out.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Oral Defence<\/strong><\/p>

Oral Defence is THE moment that influences the final decision.<\/p>

How to deliver a \u00ab\u00a0Show\u00a0\u00bb while also providing rational, decisive, and memorable arguments?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Complex Negotiations<\/strong><\/p>

Negotiation is a key moment when you must make your client recognize your value.<\/p>

Mastering the psychological dynamics and complex negotiation strategies:<\/p>

Balancing collaboration with power dynamics.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Lobbying & Key Account Management<\/strong><\/p>

Your strategic client is obviously important to you.<\/p>

But how important are you to them?<\/p>

How to engage in high-level strategic influence, aiming for deeper co-construction and more sustainable partnerships?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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High-Value Business Meetings<\/strong><\/p>

Business meetings span the entire sales cycle in complex, high-value deals.<\/p>

When operating with high-value offerings and high expectations, what does that imply for your interactions and meetings with all client stakeholders?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Delivery Modes<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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We help all the players in the business development and Sales to succeed together: sales managers, pre-sales managers and technical managers.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Download the training catalogue<\/a><\/span><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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On all the levers of success for complex Sales<\/p>

For all those
involved in business development: sales and technical managers<\/p>

Anchor high-level business methods and behaviours<\/p>

Developing business intelligence as a synchronised team<\/p>

Creating a collective dynamic<\/p> <\/div>\n <\/div>\n

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Helping to make the Executive Committee a leading business team and a key player in major deals<\/p>

Alignment of the Executive Committee with the company’s development strategy and vertical alignment with middle management.<\/p>

Strengthening the cohesion of the CODIR<\/p>

Creating a spirit of co-construction within the DirCom, strengthening the sense of responsible proposal aligned withthe global strategy<\/p> <\/div>\n <\/div>\n

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Coaching a opportunity team on a concrete case to win the real deal<\/p>

Sale strategy, proposal and executive summary and presentation<\/p>

Anchor new methods and behaviours based on real-life cases<\/p>

Supported by training and success guides<\/p> <\/div>\n <\/div>\n

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Starting a new job, complex situations<\/p>

Action-oriented coaching: it’s in action that behaviour is revealed and it’s through action that progress is made.<\/p>

A co-constructive, sparring partner method.<\/p> <\/div>\n <\/div>\n

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What levers can senior management use to bring about gradual change?<\/p>

Action on the system, mind-set, processes and key people<\/p>

Adapting GOs – NO GO & Business Review – Objectives consistent with remuneration plans<\/p>

Action on middle management<\/p>

How to work on the future without killing the historic business<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/a>\n <\/div>\n <\/div>\n \t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Key customers<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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International groups, SMEs or niche players operating in complex fields. They trust us to help them break new ground in terms of commercial power<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The Co.CONSTRUIRE\u00ae team<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Bilingual French and English. They work all over the world<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Alain Nifle<\/h2>
Founder & Chairman<\/div>

Engineer & PHD - Critical support and development of the practice\n<\/p>

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Neil Liddell<\/h2>
Partner - UK<\/div>

Engineer - Behavioural specialist\n<\/p>

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Fr\u00e9d\u00e9ric Leli\u00e8vre<\/h2>
Partner<\/div>

Essec - Former CEO ESNs& Excom WavestoneStrategy and growth management<\/p>

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Chlo\u00e9 Laumonier<\/h2>
Partner<\/div>

Sciences Po.Marketing strategy<\/p>

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Jean-Claude Rassou<\/h2>
Partner<\/div>

Engineer & MBA ESSECFormer CEO Motorola Mobilty.Positioning strategies<\/p>

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Yves Blandiaux<\/h2>
Partner - Benelux<\/div>

Engineer UCLouvain \u2013 ComplexSales, high technologies <\/p>

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Bruno Delezenne<\/h2>
Partner<\/div>

Engineer Mines de ParisProcesses and Behaviour\n<\/p>

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Hubert GazetPartner<\/h2>
Partner<\/div>

ENSEA engineer + HEC MBA - Business complexes <\/p>

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Florence Laher<\/h2>
Assistante<\/div>

Coordination& Support<\/p>

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Quality and continuous improvement<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Continuous improvement in the quality of our services is a requirement of the firm in order to offer our clients the best possible service over the long term.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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It covers everything that contributes to the premium value provided by Co.CONSTRUIRE\u00ae: adaptation of the systems, training materials, coaching, seminars, events and deployment, duration, adaptation to needs, teaching methods, style, relevance of the business cases, simulations, etc.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Quality certification has been awarded under the following share category : Training initiatives<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Qualiopi certificate<\/span>
Download<\/span><\/a><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Evaluation \u2013 Satisfaction \u2013 Results \u2013 Price<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Attendance and assessment sheets<\/strong><\/p>

Co.CONSTRUIRE\u00ae ensures the application of the client\u2019s process \/ workflow for registering participants and the progress and assessment questionnaire, or Co.CONSTRUIRE\u00ae provides its own evaluation and attendance sheets.<\/p>

The customer organises the training logistics<\/strong><\/p>

Casting of participants, in accordance with the level groups and prerequisites resulting from upstream coordination with Co.CONSTRUIRE\u00ae, definition of the training room and access for participants, accommodation for participants, catering, taking into account participants with disabilities, inviting participants and informing Co.CONSTRUIRE\u00ae, paper board, projection system \/ large screen for projecting the slides of the training material.<\/p>

Co.CONSTRUIRE\u00ae brings its own computer and delivers the training materials (paper and pdf).<\/p>

Results since the start of the firm\u2019s activity<\/strong><\/p>

95% return rate for satisfaction surveys issued by Co.CONSTRUIRE\u00ae.<\/p>

97% \u00ab\u00a0very satisfied\u00a0\u00bb or \u00ab\u00a0satisfied\u00a0\u00bb satisfaction rate<\/p>

Attendance rate on first day of training: 92% \u2013 Training completion rate: 97%.<\/p>

An average of 9 beneficiaries per training session<\/p>

Tangible results in terms of increased sales margins for our customers thanks to a combination of training and complex business coaching (references on request).<\/p>

Contact our major customer partners on request to find out about their overall satisfaction<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\n\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\tTaking account of disability<\/span>\n\t\t\t\t\t\t\t\t\t<\/span>\n\n\t\t\t<\/a>\n\t\t<\/div>\n\n\n\t\t
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Taking account of disability<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Co.CONSTRUIRE\u00ae makes it easier to accommodate participants with disabilities.<\/span><\/p>

The customer is responsible for the logistics of physically welcoming participants (training room, access, equipment included, invitations to participants).<\/span><\/p>

Co.CONSTRUIRE\u00ae facilitates the procedure put in place by the client by mobilising the Co.CONSTRUIRE\u00ae disability advisor, in coordination with the client’s disability advisor.<\/span><\/p>

Transmitting teaching documents in advance, the need for more regular breaks, adapting materials, adjusting work patterns or the time allowed for handing in assignments, proposing \u00ab\u00a0Audio\u00a0\u00bb summaries in the case of a visual disability, for example.<\/span><\/p>

Co.CONSTRUIRE\u00ae is in contact with the network of partners \/ experts \/ players in the field of disability AGEFIPH – ILE de France, Ressource Handicap Formation dep. 92 and R\u00e9seau Ressource Handicap Formation in all regions of metropolitan France.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Access and prices<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Terms and conditions and deadlines for access to training<\/strong><\/p>

Whether or not these training sheets correspond to your needs, contact us via our contact page. We\u2019ll arrange a meeting to analyse your needs together: objectives, prerequisites, duration, adaptation to beneficiary profiles (disability, foreign language training, etc.), etc.<\/p>

Once these elements have been collected, a training proposal\/agreement will be drawn up to include the elements (title, location, duration, timetable, fees, etc.).<\/p>

Co.CONSTRUIRE\u00ae will propose dates as soon as possible according to your needs, your availability and that of the trainer. The minimum access time (between the request and the training course) for our products is 15 days.<\/p>

Distance learning available<\/p>

Co.CONSTRUIRE\u00ae pricing policy<\/strong><\/p>

Co.CONSTRUIRE\u00ae works exclusively on \u00ab\u00a0in-company\u00a0\u00bb training courses adapted to each context, challenges and needs of our customers, based on this catalogue<\/p>

Training prices are based on the number of days the consultant-trainer is involved: between \u20ac1,800 and \u20ac2,600 per day, depending on the seniority and level of expertise of the consultant involved.<\/p>

Transport and accommodation costs outside the Ile-de-France region are extra.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Contact<\/span><\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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infos@co-construire.com<\/a><\/p>

Co.CONSTRUIRE\u00ae<\/em>\u00a02024
SAS au capital de 50 471 \u20ac – SIREN 750 622 730 RCS NANTERRE – NDA : 11 92 20922 92
12, esplanade Jacques Chirac. 92150 Suresnes – 09 67 38 25 32<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Co.CONSTRUIRE\u00ae helps B2B companies operating in complex fields to take their commercial strength to the next level. Training and seminarsComplex Sales & key people CoachingSales Transformation Advisory Complex fields: find out more Complex Fields : Complex areas: Complex services, products, engineering and consultancy, high added value, risk-critical projects and operations, complex customer relationships and internal […]<\/p>\n","protected":false},"author":1,"featured_media":1261,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"full-width.php","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-1349","page","type-page","status-publish","has-post-thumbnail","hentry"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/pages\/1349","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/comments?post=1349"}],"version-history":[{"count":53,"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/pages\/1349\/revisions"}],"predecessor-version":[{"id":1516,"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/pages\/1349\/revisions\/1516"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/media\/1261"}],"wp:attachment":[{"href":"https:\/\/www.co-construire.com\/en\/wp-json\/wp\/v2\/media?parent=1349"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}