Academic International Scientific N.L.P center of East Azarbaijan in Iran

 N.L.P Center goals:

 Iran's NLP representitive Center  (directed by Alireza Banan)  is the official representative of Iranian N.L.P center (directed by Dr. Kourosh Moaddeli) which has been acted as the leader in N.L.P science in northwest of Iran by holding below courses:

1. Academic N.L.P classes
2.Enneagrame
3.Ericksonian Hypnosis training and therapy
4.Business practical techniques for optimazation
5.Relaxation classes for stress relieving activities in modern life by REIKI system
6.Consultancy in Business
7.Brieftherapy using the most updated therapy methods

What is NLP?
NLP, or Neuro-Linguistic Programming, is the science of how the brain codes learning and experience. This coding affects all communication and behavior. It affects how you learn and how you experience the world around you. It is a key to reaching goals and achieving excellence. 

Who uses it?
People from all walks of life use NLP personally and professionally. For example:

Businesses can use NLP to foster world-class sales and customer service results -- and to implement organizational change effectively. Educators can study the verbal and nonverbal language of every child to identify how each one learns best. As classrooms become increasingly diverse, NLP skills are becoming more essential. Counselors can help clients become more functional in a shorter time frame. Today's limited insurance coverage makes it crucial to achieve maximum results in minimum time. Medical and Dental Professionals can mitigate patients' fears and anxieties about procedures. This translates to higher client satisfaction.

What will NLP do for me?
NLP is the most well defined and reliable approach to 'running your own mind' for greater satisfaction and ease with far more rapid results.

On the personal side, NLP will enable you to:

Enjoy far greater control and freedom over your own state of mind, responses, and interactions with others. You'll find it much easier to clarify your dreams for the future and identify barriers that may be holding you back. Change the unwanted habits and behaviors that are standing in your way. Understand you partner's and children's needs and communication styles more fully. Enhance rapport and communication with others. Recognize how others are using language to influence you.You'll find it easier to achieve your personal and professional goals, because you'll gain greater access to your internal resources.

How is NLP used in Business?
Coaching, Training, Negotiation, Sales, and Leadership Development are a few of the ways Neuro-Linguistic Programming has been proven effective in business for over 25 years.
It is recommended by Mr. Alireza to combine BSC method with N.L.P techniques to get the max. efficiency in every business.

It is no in the definition where the main errors are found but in the planning of this strategy and in its deficient execution . The BSC is nothing new, it just indicate an organized way to carry out our tasks.

 By combining BSC with N.L.P it's guaranteed to get the max. success in every business.
For this issue we are so glad to be in contact with your company or your soul!

An Introduction to BSC method:

Balanced Scorecard (BSC)
The Balanced Scorecard (BSC) is a management tool developed by Dr. Robert Kaplan and Dr. David Norton as a new approach to strategic management.

It retains traditional financial measures. However, financial measures tell the story of past events, an adequate story for industrial age companies when investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation.

BSC is used by different companies, as well as universities, like Open University, Glasgow Caledonian University, Napier University, University of California and Ohio State University.

Four Perspectives of BSC
Financial: shareholder value, revenue growth, profitability

To succeed financially, how should we appear to our shareholders?

Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever is necessary to provide for it. In fact, there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. Moreover, the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives.

Customer: Market share, account share, acquisition and retention

To achieve our vision, how should we appear to our customers?

Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators of whether customers are not satisfied, or if they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good.

In developing metrics for satisfaction, customer profiles should be analyzed in terms of the kind of customers and processes for which we are providing a product or service.

Internal Business Processes: Innovation measures, operation measures, after sales measures

To satisfy our shareholders and customers, what business processes must we excel at?

This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions, these are not something that can be developed by outside consultants.

Learning and growth: Skills and competencies, infrastructure, productivity

To achieve our vision, how will we sustain our ability to change and improve?

This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people -- the only repository of knowledge -- the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode.

Government agencies often find themselves unable to hire new technical workers, and at the same time, is showing a decline in training of existing employees. This is a leading indicator of 'brain drain' that must be reversed. Metrics can be put into place to guide managers in focusing training funds where they can help the most. In any case, learning and growth constitute the essential foundation for success of any knowledge-worker organization.

When Should You Use BSC?
BSC is helpful in translating high-level organizational vision into specific short-term deliverables across different but connected critical success factors or key performance indicators relevant to the organization.

A Balanced Scorecard is used to:

clarify or update a business’s strategy;

link strategic objectives to long-term targets and annual budgets;

track the key elements of the business strategy;

incorporate strategic objectives into resource allocation processes;

facilitate organizational change;

compare performance of geographically diverse business units; and

increase company-wide understanding of the corporate vision and strategy.

How Should You Use BSC?
Before going into details on the concept of leading measures, it is helpful to understand a few key Balanced Scorecard terms. (After all, one major benefit that Kaplan and Norton have touted is the establishment of a standard set of terms and definitions that can allow people to communicate more effectively with regard to strategy execution and performance management.) Some of the most important terms are perspectives, objectives, measures, targets, initiatives, and cascading.

The Balanced Scorecard methodology stresses that objectives and measures from multiple perspectives should all be considered. The classic perspectives in for-profit businesses are financial, customer, Internal Operations/Processes, and Learning and Growth (which focuses on human capital, technology and organizational culture — the intangible assets that create value). By looking carefully at all four (4) perspectives, organizations can focus on both the causal drivers of performance and the outcomes.

In the Balanced Scorecard, the strategic objectives (often just referred to as objectives) are the stars of the show. Objectives often consist of a verb-adjective-noun phrase. For example, an objective may be something like “Grow International Sales” or “Build Deep Client Partnerships.” These objectives should be linked in cause-and-effect chains that cross the multiple scorecard perspectives — graphically depicted in what has become known as a strategy map. The diagram shows objectives linked in cause-and-effect chains that are part of a strategy map for a software company based in the U.S. that wants to execute a strategy for reviewing international sales.