Your company turned what it knows into programs. Now anyone, facing any question at work, can consult it in the light of what they learned and act on the spot: on the visit, on the plant floor, in front of the customer. An expert point of consultation, 24/7, that answers only within the content your company approved. No making things up, no improvising. Because intellectual capital does not pay off when it is known: it pays off when it is executed.
The customer is asking for a discount before seeing the proposal. What do I do?
Don't answer on price yet. Your program calls it “the question that changes the proposal”, lesson 5: ask what would have to happen for this to be a priority this quarter. Shall we practise? I'll play the customer.
Go.
“Look, unless you give me 15 % I'm not even reading it.” Your turn.
Illustrative example
The program has already been studied. What happens next is what produces results: the concrete question, at the concrete moment, with a customer or a machine in front of you. The advisor exists for that moment, and works in four ways.
“Can I give this discount?” “What pressure do we test this valve at?” “What do I tell the auditor if they ask this?” The person consults in the light of what they learned and gets an answer to act on now, drawn from the content your company signed off.
“I have this customer, this problem, this meeting in twenty minutes.” The advisor answers with the program’s criteria applied to that situation, not with theory. Like the most experienced colleague in the company, the one you can ask without embarrassment, at any hour.
Before it is for real, the person rehearses. The advisor plays the difficult customer, the standard’s auditor or the boss who asks questions, and then says what went well and what to correct. People perform better once they have practised.
If something is not in the content your company signed off, the advisor does not improvise: it says so, and points to who to ask. What the company did not approve, the advisor does not apply. That is why it can be put in front of the whole operation without risk.
The person says «let us simulate» and the advisor plays the part: the difficult client, the standard auditor, the boss who asks. Sales is only an example; it works for leadership, difficult conversations or whatever situation your program solves. When the scene ends, the advisor steps out of character and says what went well, what to adjust and which lesson each point comes from. The mistake happens here, so that in front of the client, or the situation, the odds of success go up.
A real simulation, recorded in Kenavia with the demo company.
A chatbot starts every conversation from zero. Kenavia’s advisor is connected to the same record as the rest of the program, and that changes the experience completely.
It knows which lesson each person is on, which exam is pending and what score they got. It does not ask what it already knows.
It reads the fieldwork the person has been assigned and the report they submitted. It helps prepare the next one and correct the last.
What was asked, what was practised and the minutes of every call stay with the person. The support is evidence too.
Program, advisor and On the Job are one system, with the same sign-off from your company and the same record. That is the Knowledge Engineering experience: intellectual capital is not stored in a repository, it is consulted at the moment it produces a result. And until today, no company could give that to all its people.
The same expert, the same frame. Only how your people prefer to consult it changes.
A quick question between two customers. The conversation is saved and can be picked up whenever you like.
A call with the advisor, like with a colleague who knows. To practise out loud or sort something out on the way to the meeting.
The advisor with a face and a voice, on screen. For the full simulation: the person rehearses the difficult conversation looking at someone.
Every call ends with a summary written by the advisor itself, for that person: what was discussed, what became clear, what they agreed to practise. It reaches their inbox before they put the phone away.
How to respond when the customer asks for a discount before the proposal. We practised “the question that changes the proposal” from lesson 5 twice.
Price is discussed after understanding the customer’s priority, not before.
Use it with the three customers on the north route and write down the exact answer, as your fieldwork asks.
Illustrative example
Advisors are assigned according to the organisation’s needs: an onboarding program for 300 people does not need the same as a negotiation program for twelve managers. They are contracted by consultations and minutes, in packs that never expire while the subscription is active, and extended when usage asks for it.
From the panel, your administrator sees how much has been used and how much is left, by program and by team. No surprises on the invoice: what was contracted is what gets used.
300 chat consultations or call minutes + 200 video call minutes. For one key program and a team getting started.
500 chat consultations or call minutes + 400 video call minutes. For several programs active at once.
1,000 chat consultations or call minutes + 600 video call minutes. For the whole operation, with frequent simulations.
A consultation is one answer from the advisor by chat; a call minute counts the same as a consultation. Packs are per account and never expire while the subscription is active; if the subscription ends, the balance is removed.
That is what you are buying. Not one more training session nor one more chat: the return on your intellectual capital, every time someone consults it and acts. Within the frame your company approved.