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Value
Driven
Management




    Measure
and
Manage
What
Drives
Sales
and
Profitability





                  (C)
2010
Wissmann
Group.
All
rights
reserved.

Popular
Paradigm:
AccounFng
Metric
Management


Upside
AccounFng
Metrics
                                         Downside
of
AccounFng
Metrics

•     They
are
readily
calculated
                           •     Lagging
measures
of
performance

•     CalculaFons
are
based
on
a
set
of
rules
               •     Although
investors
and
execuFves
monitor
and

•     They
come
from
audited
financial
statements
                  use
them,
employees
generally
do
not

•     The
methods
are
nearly
idenFcal
for
all
               •     They
don’t
help
us
figure
out
what
to
do
next

      organizaFons
                                          •     They
don’t
enable
responsive
decision
making

                                                             •     They
don’t
help
to
idenFfy
and
miFgate
risk

                                                             •     They
are
very
oQen
short‐sighted

                                                             •     Inward
looking
(don’t
really
consider

                                                                   compeFFon)





                       BoUom‐line
metrics
don’t
help
when
making
strategic
plans



                                     (C)
2010
Wissmann
Group.
All
rights
reserved.

Value
Driven
Management—Clarity
of
AcFon



Fundamental
Metrics
Detect
OpportuniFes:

•       Product
InnovaFons

•       Service
InnovaFons

•       Process
Improvements

•       Pricing
Based
Revenue
Leakage

•       Customer
SaFsfacFon
Improvement

•       Product
Value
and
Cost
Drivers

•       CompeFtor
Weaknesses


     Do
The
Right
Things

       Do
Things
Right

         Introduce
Things
Faster

        Product
Value
            Product
Cost
              Pace
of
InnovaFon

           BeUer
                   Cheaper
                       Faster





                             The
fundamental
metrics
guide
the
strategic
planning
process




                                                     (C)
2010
Wissmann
Group.
All
rights
reserved.

Value
Metrics
Defined…



•     Measure
Product
Value
in
$

•     QuanFfy
Customer
Value
in
$

•     Use
Product
Value
in
Financial
Forecasts

•     Map
Value
Drivers
in
$

•     Guide
You
to
Increased
Net
Product
Value

•     Use
Product
Value
and
Cost
to
set
Prices

•     QuanFfy
the
InnovaFve
Power
of
Ideas

•     Make
Tradeoff
Decisions
Involving
both
Value
and
Costs

•     Benchmark
CompeFng
Products
on
Value
and
Cost





                     Growing
net
product
value
becomes
the
focus
of
the
enterprise




                                      (C)
2010
Wissmann
Group.
All
rights
reserved.

Partner
with
the
Wissmann
Group



1.    Contact
us
at
WissmannGroup.com

2.    We’ll
discuss
your
challenges

3.    We’ll
develop
a
plan
to
overcome
your
challenges

4.    We’ll
partner
to
drive
value
into
your
products
and
business

5.    Watch
your
boUom‐line
metrics
grow





                                   Innovate
SystemaFcally


                                  Innovate
with
Confidence



                             (C)
2010
Wissmann
Group.
All
rights
reserved.

Our
Suite
of
Services



                  ConsulFng

 Product
Value
ReporFng
Using
InformaFon
Technology

             Value
Driven
Product
Planning

                Value
Driven
InnovaFon

         Product
&
Service
Value
OpFmizaFon


                    Analysis

        Product
&
Service
Value
Benchmarking

         Product
&
Service
Value
ForecasFng

             Product
Value
Driver
Reports

           PromoFon
EffecFveness
Reports

         Product
Value
Based
Pricing
Studies


                  Workshops

            ExecuFve
Workshops
(Custom)

            The
Value
Driven
OrganizaFon

       Voice
of
the
Customer
ExploraFon
(VoCE)

              Total
Product
Value
Analysis

                  Value
Driver
Analysis

          Value
Based
Cash‐Flow
ForecasFng



                                   (C)
2010
Wissmann
Group.
All
rights
reserved.


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How to Shift Your Company into High Gear! - WelchGroup Consulting
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VDO Service Statement September 2012 V2.2 Final
Financial Metrics to Drive Strategic Portfolio Performance
Metrics to Maturity, Intelligence for Innovation: Your Value Proposition
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The Value Initiative
[Fabernovel study] New economy, new KPI: the customer era
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Ad

Value Driven Management

  • 1. Value
Driven
Management
 Measure
and
Manage
What
Drives
Sales
and
Profitability
 (C)
2010
Wissmann
Group.
All
rights
reserved.

  • 2. Popular
Paradigm:
AccounFng
Metric
Management
 Upside
AccounFng
Metrics
 Downside
of
AccounFng
Metrics
 •  They
are
readily
calculated
 •  Lagging
measures
of
performance
 •  CalculaFons
are
based
on
a
set
of
rules
 •  Although
investors
and
execuFves
monitor
and
 •  They
come
from
audited
financial
statements
 use
them,
employees
generally
do
not
 •  The
methods
are
nearly
idenFcal
for
all
 •  They
don’t
help
us
figure
out
what
to
do
next
 organizaFons
 •  They
don’t
enable
responsive
decision
making
 •  They
don’t
help
to
idenFfy
and
miFgate
risk
 •  They
are
very
oQen
short‐sighted
 •  Inward
looking
(don’t
really
consider
 compeFFon)
 BoUom‐line
metrics
don’t
help
when
making
strategic
plans
 (C)
2010
Wissmann
Group.
All
rights
reserved.

  • 3. Value
Driven
Management—Clarity
of
AcFon
 Fundamental
Metrics
Detect
OpportuniFes:
 •  Product
InnovaFons
 •  Service
InnovaFons
 •  Process
Improvements
 •  Pricing
Based
Revenue
Leakage
 •  Customer
SaFsfacFon
Improvement
 •  Product
Value
and
Cost
Drivers
 •  CompeFtor
Weaknesses
 Do
The
Right
Things

 Do
Things
Right

 Introduce
Things
Faster
 Product
Value
 Product
Cost
 Pace
of
InnovaFon
 BeUer
 Cheaper
 Faster
 The
fundamental
metrics
guide
the
strategic
planning
process
 (C)
2010
Wissmann
Group.
All
rights
reserved.

  • 4. Value
Metrics
Defined…
 •  Measure
Product
Value
in
$
 •  QuanFfy
Customer
Value
in
$
 •  Use
Product
Value
in
Financial
Forecasts
 •  Map
Value
Drivers
in
$
 •  Guide
You
to
Increased
Net
Product
Value
 •  Use
Product
Value
and
Cost
to
set
Prices
 •  QuanFfy
the
InnovaFve
Power
of
Ideas
 •  Make
Tradeoff
Decisions
Involving
both
Value
and
Costs
 •  Benchmark
CompeFng
Products
on
Value
and
Cost
 Growing
net
product
value
becomes
the
focus
of
the
enterprise
 (C)
2010
Wissmann
Group.
All
rights
reserved.

  • 5. Partner
with
the
Wissmann
Group
 1.  Contact
us
at
WissmannGroup.com
 2.  We’ll
discuss
your
challenges
 3.  We’ll
develop
a
plan
to
overcome
your
challenges
 4.  We’ll
partner
to
drive
value
into
your
products
and
business
 5.  Watch
your
boUom‐line
metrics
grow
 Innovate
SystemaFcally

 Innovate
with
Confidence
 (C)
2010
Wissmann
Group.
All
rights
reserved.

  • 6. Our
Suite
of
Services
 ConsulFng
 Product
Value
ReporFng
Using
InformaFon
Technology
 Value
Driven
Product
Planning
 Value
Driven
InnovaFon
 Product
&
Service
Value
OpFmizaFon
 Analysis
 Product
&
Service
Value
Benchmarking
 Product
&
Service
Value
ForecasFng
 Product
Value
Driver
Reports
 PromoFon
EffecFveness
Reports
 Product
Value
Based
Pricing
Studies
 Workshops
 ExecuFve
Workshops
(Custom)
 The
Value
Driven
OrganizaFon
 Voice
of
the
Customer
ExploraFon
(VoCE)
 Total
Product
Value
Analysis
 Value
Driver
Analysis
 Value
Based
Cash‐Flow
ForecasFng
 (C)
2010
Wissmann
Group.
All
rights
reserved.