4  Reference: 品誉咨询 Workshop Model & Source Material

Prepared by: IT Center (Ted) Date: 2026-07-13 Type: Reference / source material (NOT analysis, see companion plans) Purpose: Preserve the raw inputs behind the Runi workshop-funnel idea so deeper research starts from a grounded record. Ted’s first-hand account of the 品誉 workshop is the primary source; the photo transcriptions below are faithful captures of the physical handouts/textbook.

Companion analysis docs (already written):

  • Chapter 1, how to stand up the service-first Runi delivery team
  • Chapter 2, the 闭环 workshop funnel adapted to AI/Runi
  • references/runi-service-catalog.pdf, the 14-item Runi service ladder the funnel feeds
  • ../product-catalog-q3.md, Clover’s internal AI product/service portfolio

4.1 Runi vision (source: Min Chun Chai, Microsoft Teams, 2026-07-10)

Verbatim capture of the two anchor messages:

一句话定位: Make AI code run. 完整定位: Runi turns AI-generated demos into working, deployable products. 中文说法: Runi 帮你把 AI 写出来的半成品，修成能运行、能部署、能上线的产品。

服务三件套:

  • Runi Audit — 看代码能不能跑，找风险和修复优先级。
  • Runi Fix — 修 bug、修部署、修数据库、修登录、修 API。
  • Runi Ship — 把 AI demo 变成可以交付上线的产品。

主 slogan: AI made it. Runi makes it run.

痛点 (verbatim): 现在很多 founder、PM、运营、设计师都会用 Cursor、Lovable、Bolt、v0、 Claude Code 做 demo，但他们卡在最后 20%：报错、部署失败、数据库乱、权限不安全、代码不可维护。 Runi 可以吃的就是这块。

4.2 品誉咨询 closed-loop model, Ted’s first-hand account

Primary source: Ted attended this personally. His IT Center’s KPI system base design derives from this program (specifically the 评估系统 / 绩效 module, see textbook TOC 第八模块 below).

The funnel as experienced (the 闭环):

  1. Free short online workshop, light, short, free. Attracts a wide audience.
  2. Hook at the end of the free session → an advanced workshop in KL, ~RM1,800/head.
  3. Then → a physical 4-day workshop in China, in-depth teaching, actual 方案 (hands-on solution-building), with the promise that the knowledge gained can actually be 落实/落地 back home. RM12,800/head.
  4. After the 12,800 workshop, the ladder continues. Everyone attending is already a “deeply filtered” target client. Wide range of sales packages for every buyer size, solo boss → SME → big corp:
    • < ~USD 100 books
    • ~RM60,000+ next-tier workshop
    • ~RM100,000+ to hire their team to come on-site, evaluate the company, and produce a personalised 绩效系统 (performance system) for it.

How the sale propagated (real example):

  • Ted’s boss attended the free + the RM1,800 workshop, got convinced.
  • Boss then organised the China trip and brought Ted (Head of IT) + Head of PD & Marketing.
  • i.e. one warmed decision-maker pulled in the wider leadership team, the funnel converts one, who then funds several.

The 4-day intensive format:

  • Runs ~08:00 to midnight (12am) or later.
  • Morning = lessons; evening = hands-on (方案制作).
  • Finish your homework/solution earlier → you may leave earlier. (Built-in incentive to engage.)

The meta-tactic (the standout move):

  • During the workshop the trainers silently used one of the management tactics from their own syllabus to manage the large group of attendees, exactly the way you’d manage teams in a company. They revealed this when the course reached that part of the material.
  • Effect: extremely effective at proving “our method works,” the attendees had just experienced it working on themselves without realising.

Ted’s intent: imitate this business model, especially the 闭环 (closed-loop) concept, with theme = AI (workflow automation / vibe-coding / etc.) and sales package = Runi.

In-workshop upsell mechanic (drip → bundle → “workshop-only” close), key tactic:

The higher-tier courses (e.g. 利润增长落地方案班, the brochure in Section 4.3) are promoted during the intensive itself, priced in CNY (¥), and sold with a deliberate drip-then-bundle close:

  • They introduce the packages one at a time, across the days, e.g. day 2 reveals course A at ¥20k; day 3 reveals course B at ¥30k; etc. Each is anchored high on its own.
  • At the end, they hit a “this workshop only” promo: bundle multiple into one cheaper package, e.g. A + B + C = ¥25k (far below the summed anchors).
  • Plus an upgrade-topup for prior buyers: anyone who already bought A just tops up ¥5k to get A + B, so early buyers don’t feel penalised and are pulled up the ladder.

This stacks anchoring + scarcity (workshop-only) + loss-aversion (topup) to convert the already- filtered room. Strong candidate to adapt into our T2 intensive close (Runi bundles / topups).

Course tiers & currency: 利润增长落地方案班 (the Section 4.3 brochure, 8.98万 = ¥89,800 CNY per 5-person unit) is a higher-tier course promoted during the intensive, priced in CNY. The 4-day program Ted attended is the entry intensive. Ted recalls the course as “绩效系统落地方案班”; the brochure is titled “利润增长落地方案班”, 品誉 runs multiple lines, with 绩效/评估 as one module (第八模块) inside the profit-growth program.

Not yet known:

  • Exact CNY prices of the in-workshop courses (A/B/C), the bundle price, and the topup amount.
  • Currency of the entry tiers: the KL intro (~1.8k) and the 4-day intensive (~12,800).

4.3 Brochure transcription, 利润增长落地方案班 (Profit Growth Landing Plan Class)

(Faithful transcription of the course outline photo.)

Header: P — rofit growth landing plan class / 利润增长落地方案班 上课模式: 老师讲解 + 现场做方案 + 老师辅导 = 落地方案 课程特色: 引爆团队创造力

内容 / 课程提纲 / 收获落地方案:

  • 模块一：思想统一 具体策略 — (1) 思想统一—落地策略方案 (2) 目标统一—落地策略方案 (3) 目标统一—落地策略方案 (4) 行动统一—落地策略方案
  • 模块二：业绩利润 倍增策略 — (1) 业绩增长策略落地方案 (2) 利润倍增策略落地方案 (3) 利润池构建策略落地方案 (4) 客户裂变策略落地方案
  • 模块三：目标制定 合力策略 — (1) 激励性目标制定落地方案 (2) 目标上下贯穿落地方案 (3) 部门目标合力落地方案 (4) 目标协调执行落地方案
  • 模块四：措施方法 工具策略 — (1) 公司目标达成工具落地方案 (2) 部门目标达成系统落地方案 (3) 个人目标达成工具落地方案 (4) 全员效率提升20%落地方案
  • 模块五：绩效达成 工具策略 — (1) 日目标达成系统落地方案 (2) 月目标管理系统落地方案 (3) 年目标达成系统落地方案 (4) 全过程管理系统落地方案
  • 模块六：奖罚分明 工具策略 — (1) 公司年度奖励落地方案 (2) 公司季度奖励落地方案 (3) 公司月度奖励落地方案 (4) 公司红线管控落地方案
  • 模块七：领导有方 目标达成 — (1) 领导力三个条件落地方案 (2) 领导力的六大特质落地方案 (3) 提升领导力的五大策略落地方案 (4) 领导团队自愿改变落地方案
  • 模块八：财务维度 降本增效 — (1) 极致降本增效战略设计 (2) 极致降本增效战略路图 (3) 极致降本增效路径 (4) 年度经营计划与全面预算管理

通过学习最终得到结果: 掌握利润倍增策略，实现人人有目标、个个有工具、达成有方法、 过程有保障、人人都会干，干出好的目标。

价格: 8.98万 / 单5人 (= ¥89,800 CNY per 5-person unit; a higher-tier in-workshop upsell, see previous section) 培训对象: 董事长、总经理、副总经理、销售部、生产部、技术部、采购部、行政部、人事部、 财务部等各部门负责人。

4.4 Schedule & discipline transcription (workshop handout)

(Faithful transcription.)

行程安排 (Itinerary):

  • 一、时间：____年_月_日 — 上午 08:30-12:30；下午 14:00-18:20；晚上 19:20-22:30（方案制作）
  • 二、结束时间：____年_月_日
  • 三、离开时间：____年_月_日 下午____
  • 四、学员物资准备：一家企业至少一台电脑、U盘一个、计算器一个

课程纪律 (Course Discipline), the group-management/points system:

  1. 严禁迟到：如小组成员迟到一次，扣除该小组 5 分。
  2. 严禁早退：如小组人员 1 人早退，扣除该小组 5 分。
  3. 严禁擅自离场：课后最后一天下午结束前需赶飞机/班车者，必须经组长同意并报会务总监批准方可离开；未经批准擅自离开者，取消其复训资格。
  4. 严禁拨打或接听电话：课程进行中违者小组扣 5 分。
  5. 严禁录音录像：违者没收设备，扣 20 分，并取消复训资格。
  6. 严禁在会场内吸烟、吐痰及乱扔垃圾：违者扣除该小组 5 分。
  7. 具体上下课时间以老师现场确定为准。

Note: this points-and-teams discipline structure is itself part of the “management tactic” referenced above, attendees are grouped into scored teams and governed by it for 4 days.

4.5 Textbook TOC transcription (10 modules + appendices)

(Faithful transcription of the 目录 photos. Page numbers preserved where legible.)

第一模块 战略系统

  • 一、战略定位规划 — 1.1 战略基本概述 (01)；1.2 战略设计内容 (01)；1.3 企业战略设计方法 (03)
  • 二、战略配称规划 — 2.1 战略配称的概述 (09)；2.2 战略配称的原则 (09)；2.3 战略配称设计方法 (09)

第二模块 文化系统

  • 一、企业文化设计 — 1.1 企业文化概述 (12)；1.2 企业文化设计方法 (12)；1.3 企业文化案例分享 (15)；1.4 企业文化设计步骤 (16)
  • 二、企业文化落地要点 — 2.1 企业文化落地方法 (17)；2.2 企业文化落地工具 (17)；2.3 企业文化执行要点 (17)

第三模块 目标系统

  • 一、五年规划系统 — 1.1 企业五年规划概述 (18)；1.2 企业五年规划方法 (19)；1.3 五年规划案例分享 (20)
  • 二、年度规划系统 — 2.1 年度规划基本概述 (21)；2.2 年度规划方法解析 (24)；2.3 年度规划案例分享 (24)

第四模块 人才系统

  • 一、人才获取系统 — 1.1 核心圈团队构建解析 (26)；1.2 人才获取方法 (26)
  • 二、人才培养系统 — 2.1 人才培养模式 (27)；2.2 人才培养方法 (27)；2.3 人才培养内容 (28)

第五模块 组织系统

  • 一、组织架构系统 — 1.1 组织架构设计原理 (30)；1.2 组织架构设计要点 (37)；1.3 组织架构设计方法 (37)
  • 二、工作分析系统 — 2.1 人才招聘系统 (38)；2.2 工作复制系统 (39)；2.3 岗位工作分析表示例 (43)

第六模块 薪酬系统

  • 一、薪酬基本概述 — 1.1 什么是企业薪酬 (50)；1.2 薪与酬的关系 (52)；1.3 不同时期薪酬结构 (53)
  • 二、核算账系统 — 2.1 核算账概述 (55)；2.2 企业账务分类 (55)；2.3 核算账的作用 (55)；2.4 核算账公式 (55)；2.5 核算账名词解释 (55)
  • 三、各种岗位薪资系统 — 3.1 高管薪资计算系统 (57)；3.2 营销部门薪资系统 (61)；3.3 工程部门薪资系统 (64)；3.4 技术部门薪资系统 (66)；3.5 生产部门薪资系统 (68)；3.6 服务部门薪资系统 (71)

第七模块 激励系统

  • 一、分红设计系统 — 1.1 分红的目的 (72)；1.2 分红的周期 (72)；1.3 分红人员确定 (72)；1.4 分红的步骤 (73)；1.5 常见类型企业高管人员分红的比例 (73)；1.6 分红的方法 (74)
  • 二、分红案例分享 — 2.1 工程行业分红案例 (75)；2.2 制造行业分红案例 (77)；2.3 服务行业分红案例 (77)

第八模块 评估系统 (the source of the IT Center KPI system base design)

  • 一、绩效评估系统 — 1.1 绩效考核的概述 (78)；1.2 绩效考核的方法 (78)；1.3 绩效考核的目的 (79)；1.4 绩效考核的用途 (79)；1.5 绩效考核指标设计 (79)；1.6 绩效考核注意事项 (82)；1.7 绩效考核流程 (82)；1.8 绩效好坏的定义 (83)
  • 二、中高层考核设计系统 — 2.1 月度考核工作开展步骤 (84)；2.2 高管年度考核表指标设计示范 (85)；2.3 目标责任书设计 (89)
  • 三、中基层考核设计系统 — 3.1 积分制管理基本概述 (89)；3.2 积分制管理设计步骤 (91)；3.3 积分制管理案例分享 (93)

第九模块 生涯系统

  • 一、晋升规则系统 — 1.1 员工需求 (95)；1.2 生涯规划要点 (95)；1.3 员工生涯规划通道设计 (96)
  • 二、晋升条件系统 — 2.1 晋升标准设计要素 (100)；2.2 晋升标准设计步骤 (100)；2.3 营销团队晋升标准 (101)；2.4 五级绩效管理进度与难点解答 (104)

第十模块 执行系统

  • 一、落地执行注意事项 (105)
  • 二、落地执行阻力解除 (106)
  • 三、落地执行落地步骤 (106)
  • 四、绩效要解决的几个问题 (107)
  • 五、不会搞绩效管理怎么办 (108)

附件: 附件1 保密协议 (109)；附件2 写给学员的一封信 (112)

Structural takeaways for our own curriculum design: a comprehensive, module-by-module, “system”-framed textbook (10 systems), each module ending in a concrete 落地方案 (landing plan); heavy use of case-sharing per industry; a confidentiality agreement (保密协议) and a personal “letter to the student” as closing appendices. The whole book is built to feel like a complete operating system for a company, not a lecture, mirror this in the Runi intensive.

4.6 Source artifacts (filed)

All source artifacts are filed in runi/references/ next to this transcription:

  • 5 workshop photos, brochure (利润增长落地方案班), schedule + discipline handout, and 3 textbook-TOC pages (IMG_20260713_*.jpg).
  • runi-service-catalog.pdf, the Runi service ladder (copy of the original upload).

4.7 Open questions for deeper research (Ted)

Reconcile the 品誉 model:

  • Confirm 品誉’s actual course lines, names, and the full price/tier ladder (free → 1.8k → 12.8k → 60k → 89.8k/5 → 100k+). Which tier is which?
  • What were the real conversion rates between tiers, if discoverable?
  • What exactly was the “management tactic” used and revealed? (Points/teams discipline? something else?)

Translate to the AI/Runi context:

  • Malaysian market: is there a comparable “AI for business / vibe-coding to production” workshop competitor already? Pricing benchmarks for high-ticket tech workshops in MY/SEA.
  • Regulatory/tax: any HRD Corp (HRDF) claimable-training angle for MY employers? Could make the paid tiers far easier to sell to SMEs. Worth checking.
  • Which AI-demo failure stories / “broken demo” case studies do we use as the live-fix hook?
  • What is the honest, deliverable version of the “落地/you can ship at home” promise for a 3-4 day AI intensive? (Ties to the guardrail: the promise must be real.)

Commercial:

  • Final price points for T1 intro and T2 intensive (currently ~RM1,800 and ~RM8-12,800 placeholder).
  • Founding-cohort discount level for the first KL + Kuching intensives.
  • Real conversion assumptions to replace the illustrative funnel economics in the funnel plan.

Most of the open questions above are now addressed with sourced findings in Chapter 5.

This is a living reference. Add findings from deeper research here or in a dated follow-up so the funnel plan can be updated with real numbers.