QE Tech projects for international firms (names are ficticious, but organisations are real):

1) Keiko Watanabe, from a major international bank has to write a weekly report to her counterpart Peter Brown in the European Head Office. She usually worries over writing the e-mail for most of the week before finally settling down and laboring 30 minutes to write it. After she sends it, Peter usually has to ask her for clarifications an average of 2 times per e-mail, which because of the time difference takes up a good part of the following week. before it's time to write the next one. Using QE Tech WritE-mail she has been able to cut the time down to 10 minutes as well as cut many of the follow ups from Peter, who now starts the new week with his questions answered. In fact, Peter was so impressed with Keiko's improvement he asked her what she did. Keiko told Peter it was all the software. Also, her speaking confidence has improved too because she understands the cultural logic behind using English.

2) Tooru Watanabe from a multi-national Japanese manufacturer wanted to ask Dean Bo w man in the US subsidiary to set up a few meetings for him during his upcoming trip to the US. Not knowing English that well, he used translation software thinking that if he wrote the message first in Japanese, there would be no way to cause any misunderstanding. He read the e-mail once before he sent it and thought it was very polite and would get exactly the result he was looking for. He was very much surprised when he received the answer that Dean had no idea what he was talking about and would have no part in setting up any meetings for him if he used that "tone" in his e-mail. Bewildered, Tooru asked QE Tech for help, and, after being introduced to QE Tech's WritE-mail, wrote another e-mail to Dean apologizing for the first e-mail and restating what his main message was using QE Tech's authoring technology based on native English logic. Tooru immediately received an answer back that Dean understood and would definitely set up the meetings that Tooru wanted.

3) Kenji Suzuki's staff of 8 from a world-renown imaging company all had TOEIC scores above 700, but were having difficulty communicating in writing with their overseas sales staff. Suzuki called in QE Tech to discover the root of the problem. After analyzing the information flow and strategic direction of the company, QE Tech suggested cross-cultural consultation and a customized version of WritE-mail with phrases and sample endings based on the company's communication style that not only sped up communication, but enabled greater cooperation between Suzuki's group and the overseas sales staff. With continued use of WritE-mail and ongoing customization of frequently used phrases, Suzuki's group has more time to spend on actual business problems contributing to increased worldwide sales of over 25%. Another department working in quality assurance testing across a global network of testing sites has been able to greatly reduce the chronic delays they once experienced, which had resulted in products being consistently late to market. Rather than bearing the expense in terms of time and money of an extended program of language lessons, risking further delays, the Japanese were quickly able to better communicate in English with the foreign lab engineers by using WritE-mail.

4) A specialized accounting firm in Tokyo was spending over 1,000,000 yen (about $10,000) per month on English lessons for its 15 employees involved in projects with foreign clientele. This investment returned little sustained improvement in the staff's communications ability and failed to arrest a decline in motivation, while the firm continued to feel the pressure of a key competitor 's greater competency in English. The firm's partners brought in QE Tech and WritE-mail to increase productivity and motivation. QE Tech analyzed the firm's business processes and information work flow incorporating these into WritE-mail to enable cognitive learning. The company now spends much less on training and development that is aligned with corporate strategic goals and reinforced by WritE-mail. Staff motivation and communication productivity are up, and so is the overall image of the company in its market .

5) The Japanese office of an American venture capital firm has several internal investment committees that require Japanese employees, who are all highly proficient in English, to write English meeting minute and follow-up reports. Before installing QE Tech WritE-mail, the employees struggled all week on the minutes and often missed deadlines on the follow-up reports.

After installing WritE-mail and hiring QE Tech to customize categories, logic steps and phrases to create the minutes and follow-up reports, no one has missed a deadline. In fact, the head office in Washington DC is amazed at the quality of the reports.

6) A Jewelry maker and trader based in Osaka has recently expanded its importing business to supplement its offerings through its local distribution channel. Unfortunately the English skills of the staff have not grown to the same degree, due in part to a zero training budget. Staff who were previously not required to communicate internationally were sending cryptically and even curtly worded faxes and mail to bewildered American suppliers who were similarly inexperienced with cross culture communications. Installing QE Tech WritE-mail has empowered the Japanese staff overnight to write more natural and less insensitive messages that don't require clarification, (to the delight of the staff themselves) and the firm's relationships are now not in danger of souring accidentally.

7) The Tokyo trade representative office of a foreign government employs local staff to initiate business contacts, conduct introductions, coordinate seminars, and escort trade and ministerial delegations in Japan and overseas . Staff face arduous reporting procedures, dictated by governmental transparency as all reports are tabled as parliamentary documents. QE Tech WritE-mail customization has allowed the office to allocate resources more efficiently by reducing the time taken to create, edit and publish reports, as well as providing a mechanism to check the appropriateness of phrases in formal correspondence. The time savings mean the Japanese staff spend more time in the field where they are needed, and supervisors spend less time re-writing documentation.