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SIMMETHOD: Converting Information Into Assets

The document details simmethod's C-level risk and performance alerts designed to measure corporate risk, management effectiveness, and year-over-year performance against best-in-class peers across various industries. It outlines various predictive indices, such as the strategy/execution performance predictive index and management controllable resources index, and illustrates trends and case studies from 2012 to 2013, highlighting changes in competitive advantage. Ultimately, it emphasizes the importance of business model improvement and competitive analysis in ongoing strategic planning.

BusinessEconomy & Finance
Related topics:
Risk-Management • Predictive Analytics • Competitive Advantage • Competitive Intelligence • Performance Management • Business Intelligence • Business Strategy
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SIMMETHOD™ C-Level Risk and Performance Alerts Measuring Your Strategy/Execution Gap to Your Peers and the Best-In-Class as Predictor of Your Future Risk and Performance 12/28/2013 WWW.SIMMETHOD.COM 1
SIMMETHOD™ Risk and Opportunity Alerts 12/28/2013 WWW.SIMMETHOD.COM 2
SIMMETHOD™ • 12/28/2013 C-Level Strategy and Execution Performance Predictive Indices and Value Creation Correlations WWW.SIMMETHOD.COM 3
SIMMETHOD’s C-Level View The C-Level view is designed for C-Level Executives in every Industry, it is risk and performance predictive and answers the following questions: • How to measure and predict your corporate risk and performance in multiple industries? • How effective is your management team, business model and strategy/execution? • How to measure the gap between your business and the Best-In-Class in multiple industries? 12/28/2013 WWW.SIMMETHOD.COM 4
SIMMETHOD’s C-Level View • How to align your analytics software and projects to business performance? • How to measure and compare your competitive advantage against the Best-InClass in multiple industries? • How to design value-chain leading indicators and risk alerts to fend-off new competitors coming from different industries? 12/28/2013 WWW.SIMMETHOD.COM 5
C-Level Holistic Performance Predictive and Risk Reduction Indices The following graphs show: • The transformation of hard-to-compare enterprise and industry-raw data into SIMMETHOD ‘s Performance Predictive Indices and Risk/Opportunities Alerts. 12/28/2013 WWW.SIMMETHOD.COM 6
SIMMETHOD’s C-Level View Strategy/Execution index Management Controllable Index C-Level View Business Model Index Value Creation Index 12/28/2013 WWW.SIMMETHOD.COM 7
SIMMETHOD™ Strategy/Execution Performance Predictive Index • The SIMMETHOD™ Strategy/Execution Performance Predictive Index ranks your performance and your ability to design and execute a strategy within your business, value chain, industry and a range of industries. 12/28/2013 WWW.SIMMETHOD.COM 8
NHN Visa Apple Mastercard Checkpoint Baidu Infosys Netease Google Yahoo Cognizant Priceline Tata Services Cielo Intuit AOL Paychex Wipro Vmware Aggreko Accenture Experian Dassault HCL Moody's Oracle Citrix LinkedIn Microsoft Amadeus SAP H & R Block DKSH IBM Salesforce Amazon Ebay Teradata The SIMMETHOD™ 2013 Best-In-Class Enterprise Holistic Performance and Risk View 60 SIMMETHOD Strategy /Execution Performance Predictive Index 50 40 30 20 10 0 12/28/2013 WWW.SIMMETHOD.COM 9
0 -5 -10 -15 -20 Adobe Brambles Thomas Cook Verisk Analytics EMC Automatic Data Facebook Honeywell… Randstad Compal Elecronics HP Western Union Quanta Computer Alliance United Technology Innolux CA Fiserv Sodexco Tui NetApp Manpower Dell Computer Sciences Fidelity National… Adecco Symantec Capgemini Atos Expedia American Express SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View SIMMETHOD Strategy /Execution Performance Predictive Index -25 -30 -35 -40 -45 12/28/2013 WWW.SIMMETHOD.COM 10
The SIMMETHOD Management Controllable Resources Index • The SIMMETHOD™ Management Controllable Index is based on a basket of strategically placed sensors in the business processes and resources under management control. • The ongoing feedback from the management sensors acts as a GPS extending your line of vision to your value chain enabling you to receive early warnings of threats, opportunities and the risk associated with your decisions. 12/28/2013 WWW.SIMMETHOD.COM 11
Apple NHN Checkpoint Infosys Visa AOL Netease Mastercard Baidu Cognizant Accenture Yahoo Thomas Cook Tata Services DKSH Google HCL Wipro Intuit LinkedIn Paychex Aggreko Cielo Priceline Amazon Citrix Dassault Vmware Amadeus IBM Microsoft Compal Elecronics Innolux Moody's Experian The SIMMETHOD™ 2013 Best-In-Class Enterprise Holistic Performance and Risk View SIMMETHOD Management Controllable Resources Index 35 30 25 20 15 10 5 0 12/28/2013 WWW.SIMMETHOD.COM 12
0 -5 -10 -15 Oracle Brambles H & R Block HP EMC Quanta Computer Randstad Salesforce Automatic Data SAP Honeywell… Ebay Sodexco Teradata Tui Manpower Adobe Computer Sciences Dell Alliance United Technology Western Union CA Capgemini Adecco Fiserv Verisk Analytics Facebook NetApp Atos Fidelity National… Symantec American Express Expedia SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View SIMMETHOD Management Controllable Resources Index -20 -25 -30 -35 12/28/2013 WWW.SIMMETHOD.COM 13
SIMMETHOD™ Best-In-Class Enterprise Holistic Performance and Risk View The following graphs show: • The correlation between resources under your control (SIMMETHOD™ Management Controllable Resources Index) and the performance of your business. • In other words, a positive/negative ranking in the SIMMETHOD™ Management Controllable Resources Index correlates to a positive/ negative ranking in the SIMMETHOD™ Value Creation Index. 12/28/2013 WWW.SIMMETHOD.COM 14
SIMMETHOD’s 2013 Best-In-Class Enterprise Holistic Performance and Risk View (Correlation between Management Controllable Resources and Value Creation Indices) 40 SIMMETHOD Management Controllable Resources Index 30 20 SIMMETHOD Value Creation Index 10 -10 -20 Apple NHN Checkpoint Infosys Visa AOL Netease Mastercard Baidu Cognizant Accenture Yahoo Thomas Cook Tata Services DKSH Google HCL Wipro Intuit LinkedIn Paychex Aggreko Cielo Priceline Amazon Citrix Dassault Vmware Amadeus IBM Microsoft Compal Elecronics Innolux Moody's Experian 0 -30 12/28/2013 WWW.SIMMETHOD.COM 15
-5 -10 -15 -20 -25 Oracle Brambles H & R Block HP EMC Quanta Computer Randstad Salesforce Automatic Data SAP Honeywell International Ebay Sodexco Teradata Tui Manpower Adobe Computer Sciences Dell Alliance United Technology Western Union CA Capgemini Adecco Fiserv Verisk Analytics Facebook NetApp Atos Fidelity National Information Symantec American Express Expedia SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View (Correlation between the Management Controllable Resources and the Value Creation Indices) 20 15 10 5 0 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Management Controllable Resources Index SIMMETHOD Value Creation Index -30 -35 16
SIMMETHOD™ Business Model Holistic Enterprise Performance and Risk View The battle of the Business Models: • In the new business landscape, industries are interlinked, competitors come from different industries with different cost structures, processes and Business Models, decisionmaking risk is maximized, value is gravitating towards the entire value-chain and intangibles play an ever increasing role as a lever of growth and value creation. 12/28/2013 WWW.SIMMETHOD.COM 17
SIMMETHOD™ Business Model Holistic Enterprise Performance and Risk View In today’s market the key question is not In which industry are you in but • what is your business model? • The level of resources your business model needs in relation to current and future competitors • How much value is your business model creating in relation to your competitors? 12/28/2013 WWW.SIMMETHOD.COM 18
-10 NHN Apple Baidu AOL Infosys Netease Checkpoint Cielo Aggreko Yahoo Mastercard Cognizant IBM Moody's Amadeus Experian Visa Wipro HCL Accenture Google Oracle Brambles Intuit Priceline Tata Services DKSH HP Thomas Cook H & R Block Microsoft Paychex Quanta Computer Teradata Dassault Western Union Compal Elecronics SIMMETHOD’s 2013 Best-In-Class Enterprise Holistic Performance and Risk View (Correlation between Minimum Company Business Model and Value Creation Indices) 30 20 10 SIMMETHOD Minimum Company Busimess Model Index 0 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Value Creation Index -20 -30 19
-5 -10 -15 -20 Innolux United Technology Alliance Vmware Computer Sciences Fiserv Honeywell International SAP Verisk Analytics Amazon Citrix Sodexco Randstad Tui Adobe Ebay EMC Dell CA Fidelity National Information LinkedIn Capgemini Manpower Adecco NetApp Salesforce Symantec Automatic Data Atos American Express Facebook Expedia SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View (Correlation between Minimum Company Business Model and Value Creation Indices) 15 10 5 0 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Minimum Company Busimess Model Index SIMMETHOD Value Creation Index -25 -30 20
SIMMETHOD’s Case Studies Industry and Business Trends SIMMETHOD’s Case Studies Industry and Business Trends 12/28/2013 WWW.SIMMETHOD.COM 21
SIMMETHOD™ Industry Trends • Are you mistaking any positive growth for real competitive advantage? • When your rate of improvement is slower than the SIMMETHOD Best-InClass you are at risk 12/28/2013 WWW.SIMMETHOD.COM 22
SIMMETHOD’s Industry and Business Trends • The following graphs show general industry trends as reflected by the C-Level indices and Business trends across the major C-Level and functional indices. • The trends provide a strong predictive indication of how and where the industry is heading and the competitive position of its major players 12/28/2013 WWW.SIMMETHOD.COM 23
SIMMETHOD’s Industry Trends Is the gap to the Best-In-Class narrowing? Top 50% 25 20 15 2012 10 2013 5 0 SIMMETHOD Management Controllable Resources Index 12/28/2013 SIMMETHOD Strategy /Execution Performance Predictive index WWW.SIMMETHOD.COM SIMMETHOD Minimum Company Business Model Index 24
SIMMETHOD’s Industry Trends Is the gap to the Best-In-Class narrowing? Bottom 50% SIMMETHOD Minimum Company Business Model Index 2013 SIMMETHOD Strategy /Execution Performance Predictive Index 2012 SIMMETHOD Management Controllable Resources Index -25 12/28/2013 -20 -15 -10 WWW.SIMMETHOD.COM -5 0 25
From Predictive to Prescriptive Business and Competitive Intelligence C-Level view • The Strategy/Execution Performance Predictive Index trend shows that the gap between the Low Performers and the Best-InClass is narrowing. That is to say, the score of the Low Performers is (slightly) improving in relation to the Best-In-Class. 12/28/2013 WWW.SIMMETHOD.COM 26
From Predictive to Prescriptive Business and Competitive Intelligence • The next steps are to find out both at the C-Level and functional level from where the improvement of the Low Performers in relation to the Best-In-Class is coming from? • Is it a business model improvement? Is management getting better at resource management? • Are the functional view Indices providing any clue regarding the narrowing of the performance gap to the Best-In-Class? 12/28/2013 WWW.SIMMETHOD.COM 27
From Predictive to Prescriptive Business and Competitive Intelligence C-Level view • The Minimum Company Business Model shows that Low Performers are redesigning their business models in order to narrow the gap to the Best-In-Class performers. For the Best-In-Class, it potentially signals increasing competition from a larger pool of businesses. 12/28/2013 WWW.SIMMETHOD.COM 28
SIMMETHOD’s Case Studies: Business Trends Across the Major Indices – 2012 to 2013 In the following case studies, the gap between the 2012 and the 2013 graphs show the areas of the business where competitive advantage is being gained or lost in relation to peers and the BestIn-Class as early predictors of future performance. 12/28/2013 WWW.SIMMETHOD.COM 29
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Salesforce and the Best-In-Class 25 20 15 Salesforce continued to create business value even when its business model and management controllable resources indices went on opposite directions with the consequent decrease in competitive advantage 10 salesforce 2012 Salesforce 2013 Average 2013 BIC 5 0 -5 -10 SIMMETHOD SIMMETHOD Value SIMMETHOD Management Creation Index Minimum Controllable Company Business Resources index Model index -15 SIMMETHOD Strategy/ Execution Performance Predictive index -20 12/28/2013 WWW.SIMMETHOD.COM 30
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 15 10 Areas where competitive advantage against peers and the B-I-C is being gained or lost salesforce 2012 Salesforce 2013 5 0 -5 -10 -15 -20 12/28/2013 WWW.SIMMETHOD.COM 31
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 VMware and the Best-In-Class 25 20 15 Although Vmware’s Minimum Company Business Model Index is negative, it is creating value above B-I-C level and its control of resources and Strategy/Execution Performance Predictive Indices are healthy 10 Vmware 2012 Vmware 2013 5 Average 2013 BIC 0 -5 SIMMETHOD Management Controllable Resources index -10 12/28/2013 SIMMETHOD Value Creation Index SIMMETHOD SIMMETHOD Minimum Strategy/ Company Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM 32
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 25 20 15 Areas where competitive advantage against peers and BestIn-Class is being gained or lost Vmware 2012 10 Vmware 2013 5 0 -5 -10 12/28/2013 WWW.SIMMETHOD.COM 33
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Apple and the Best-In-Class 60 Apple is outperforming the B-I-C in every C-Level Index 50 Apple 2012 40 Apple 2013 30 20 Average 2013 Best-In-Class 10 0 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM 34
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 60 50 40 30 Areas where competitive advantage against peers and the Best-In-Class is being gained or lost 20 Apple 2012 Apple 2013 10 0 12/28/2013 WWW.SIMMETHOD.COM 35
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Google and the Best-In-Class 40 35 30 Google is outperforming the Best-In-Class on every C-Level Index 25 20 Google 2012 Google 2013 15 10 5 0 SIMMETHOD SIMMETHOD Value SIMMETHOD SIMMETHOD Management Creation Index Minimum Company Strategy/ Execution Controllable Business Model Performance Resources index index Predictive index 12/28/2013 WWW.SIMMETHOD.COM Average 2013 BestIn-Class 36
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 40 35 30 25 20 Areas where competitive advantage against peers and the B-I-C are being gained or lost Google 2012 15 10 Google 2013 5 0 -5 12/28/2013 WWW.SIMMETHOD.COM 37
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 IBM and the Best-In-Class 20 18 16 14 12 An improvement in the Management Controllable Resources and Business Model indices against the Best-InClass shows a positive trend likely to be translated into a positive Strategy/Execution Performance Predictive Index for 2014 IBM 2012 10 8 IBM 2013 6 4 2 0 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM Average 2013 BestIn-Class 38
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 12 10 8 IBM’s positive trend on the C-Level indices is driven by a combination of the Assets and HR indices against the B-I-C 6 IBM 2012 4 IBM 2013 2 0 -2 -4 -6 12/28/2013 WWW.SIMMETHOD.COM 39
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 SAP and the Best-In-Class 35 30 25 20 SAP Value Creation Index above the B-I-C shows that the market is confident on SAP’s ability to improve its business model and management’s control of resources against the B-I-C SAP’s Value Creation is above B-I-C SAP 2012 15 SAP 2013 10 5 0 -5 -10 SIMMETHOD SIMMETHOD Value SIMMETHOD Management Creation Index Minimum Controllable Company Business Resources index Model index 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Strategy/ Execution Performance Predictive index Average 2013 Best-In-Class 40
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 35 30 25 20 15 SAP’s Overheads and HR indices are driving the performance against peers and SIMMETHOD’s B-I-C down SAP 2012 10 SAP 2013 5 0 -5 -10 12/28/2013 WWW.SIMMETHOD.COM 41
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 LinkedIn and the Best-In-Class 25 20 15 LinkedIn’s performance predictive improvement is driven by improvements on the Management Controllable Resources and Value Creation indices LinkedIn 2012 LinkedIn 2013 10 5 Average 2013 Best-In-Class 0 -5 -10 SIMMETHOD Management Controllable Resources index SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index -15 12/28/2013 WWW.SIMMETHOD.COM 42
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 15 10 5 The improvement in the Performance Predictive Index is driven by the Sales, Assets and Cash/debt Indices LinkedIn 2012 LinkedIn 2013 0 -5 -10 -15 12/28/2013 WWW.SIMMETHOD.COM 43
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Oracle and the Best-In-Class 30 25 20 Oracle’s C-level indices are positive except the Management Controllable Index that shows that too many resources are needed to achieve objectives Oracle 2012 15 Oracle 2013 10 5 0 -5 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM Average 2013 Best-In-Class 44
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 30 25 20 15 10 Oracle’s drop in the Strategy/ Execution Performance Predictive Index is driven by drops in the Sales, Assets, Overheads and HR indices in relation to its peers and the SIMMETHOD Best-In-Class Oracle 2012 5 Oracle 2013 0 -5 12/28/2013 WWW.SIMMETHOD.COM 45
SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Microsoft and the Best-In-Class 35 30 25 Microsoft drop in the Strategy/ Execution performance predictive index is driven by drops in the Management Controllable Resources and Business Model indices Microsoft 2012 20 Microsoft 2013 15 10 5 0 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value Creation Index SIMMETHOD SIMMETHOD Minimum Company Strategy/ Execution Business Model index Performance Predictive index WWW.SIMMETHOD.COM Average 2013 BestIn-Class 46
SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 35 30 25 20 15 10 Drops against the B-I-C in the Assets, overheads and HR indices have triggered a drop in the Strategy/Execution Performance Predictive Index Microsoft 2012 5 Microsoft 2013 0 -5 12/28/2013 WWW.SIMMETHOD.COM 47
SIMMETHOD’s Case Studies Competitive Intelligence C-Level View SIMMETHOD’s Case Studies: Business Competitive Intelligence 12/28/2013 WWW.SIMMETHOD.COM 48
SIMMETHOD Competitive Intelligence In a market where industry-barriers have collapsed and new competitors can come from any industry, how do you measure and predict your future risk and performance and fend-off current and future competitors? 12/28/2013 WWW.SIMMETHOD.COM 49
SIMMETHOD Competitive Intelligence SIMMETHOD’s Strategy/Execution Performance Predictive Indices: • Rate your management’s ability to strategize and execute against its peers and the Best-InClass, • Show the strengths and weaknesses of your Business in relation to your peers, current and potential future competitors and • Are a predictive indication of future threats/opportunities from within and outside your industry. 12/28/2013 WWW.SIMMETHOD.COM 50
SIMMETHOD Competitive Intelligence • In a constantly fluctuating Market and unlike static ratios that do not capture the dynamic relationships between Businesses and Value Chains, SIMMETHOD™ industry-agnostic composite indices measure the interactive relationships (competitive advantage) between Businesses and Value Chains across every Business Sector and provide early warning alerts of future threats and opportunities. 12/28/2013 WWW.SIMMETHOD.COM 51
SIMMETHOD Competitive Intelligence 2013 50 40 30 Is Business risk and performance driven by Management decisions or external circumstances beyond Management control? American Express 20 10 Visa 0 -10 -20 -30 SIMMETHOD SIMMETHOD SIMMETHOD SIMMETHOD Management Value Creation Minimum Strategy/ Controllable Index Company Execution Resources index Business Model Performance index Predictive index Mastercard -40 -50 12/28/2013 WWW.SIMMETHOD.COM 52
SIMMETHOD Competitive Intelligence 2013 50 40 30 20 There is a strong correlation between the Management Controllable and the Value Creation indices American Express 10 Visa 0 -10 Mastercard -20 -30 -40 -50 12/28/2013 WWW.SIMMETHOD.COM 53
SIMMETHOD Competitive Intelligence 2013 30 20 10 Competing against your peers in your industry or the SIMMETHOD Best-In-Class could be a different proposition. SIMMETHOD Management Controllable Resources index SIMMETHOD Value Creation Index 0 SIMMETHOD Minimum Company Business Model index -10 -20 SIMMETHOD Strategy/ Execution Performance Predictive index -30 -40 12/28/2013 WWW.SIMMETHOD.COM 54
SIMMETHOD Competitive Intelligence 2013 20 10 LinkedIn’s Sales & Overheads indices show weaknesses against peers and the B-I-C Randstad 0 Manpower -10 Adecco -20 LinkedIn -30 -40 12/28/2013 LinkedIn’s strong HR & Cash/Debt Index performance is driving its positive Management Controllable Resources and Strategy/Execution Performance Predictive indices WWW.SIMMETHOD.COM 55
SIMMETHOD Competitive Intelligence 2013 40 30 20 SIMMETHOD ‘s industry agnostic indices show strengths and weaknesses against peers and B-I-C as leading indicators of future risk and performance Facebook LinkedIn 10 0 Yahoo -10 AOL -20 -30 12/28/2013 WWW.SIMMETHOD.COM 56
SIMMETHOD Competitive Intelligence 2013 40 30 20 The SIMMETHOD indices are not deterministic. Enterprises that act on their leading indicators will improve their performance against the B-I-C 10 Facebook LinkedIn 0 Yahoo -10 AOL -20 -30 12/28/2013 WWW.SIMMETHOD.COM 57
SIMMETHOD Competitive Intelligence 2013 30 20 Dell 10 HP 0 -10 SIMMETHOD SIMMETHOD Value SIMMETHOD Management Creation Index Minimum Controllable Company Business Resources index Model index -20 SIMMETHOD Strategy/ Execution Performance Predictive index Average 2013 BestIn-Class -30 -40 12/28/2013 WWW.SIMMETHOD.COM 58
SIMMETHOD Competitive Intelligence 2013 10 5 0 -5 Dell -10 -15 HP -20 -25 -30 In this graph we can see what is driving the Performance Predictive Index and the strengths and weaknesses of Dell and HP -35 12/28/2013 WWW.SIMMETHOD.COM 59
SIMMETHOD Competitive Intelligence 2013 25 20 Each SIMMETHOD C-Level index provides objective insights into your strategy/execution against your peers and the Best-in-Class SIMMETHOD Management Controllable Resources index 15 SIMMETHOD Value Creation Index 10 5 0 -5 LinkedIn 2013 Oracle 2013 SAP 2013 IBM 2013 Average 2013 Best-In-Class SIMMETHOD Minimum Company Business Model index SIMMETHOD Strategy/ Execution Performance Predictive index -10 -15 12/28/2013 WWW.SIMMETHOD.COM 60
SIMMETHOD Competitive Intelligence 2013 20 15 10 Each company has distinctive areas of competitive advantage against peers and the Best-In-Class LinkedIn Oracle 5 0 SAP -5 -10 IBM -15 12/28/2013 WWW.SIMMETHOD.COM 61
SIMMETHOD Competitive Intelligence 2013 50 The SIMMETHOD algorithm and industry agnostic indices rate your management decisions and competitive advantage in relation to your peers and the Best-In-Class 40 SIMMETHOD Management Controllable Resources index SIMMETHOD Value Creation Index 30 20 SIMMETHOD Minimum Company Business Model index 10 0 Apple Google Microsoft Amazon Average 2013 Best-In-Class SIMMETHOD Strategy/ Execution Performance Predictive index -10 12/28/2013 WWW.SIMMETHOD.COM 62
SIMMETHOD Competitive Intelligence 2013 50 40 30 20 Apple’s strength in the Management Controllable Index shows effective resource management. Google shows a strong ability to convert resources into Best-In-Class performance Apple Google 10 0 Microsoft -10 Amazon 12/28/2013 WWW.SIMMETHOD.COM 63
SIMMETHOD’s Disclaimer • The purpose of the SIMMETHOD Strategy/Execution Performance Predictive Index, Reports and Risk/Opportunities Alerts is not to make a Business right or wrong but rather contribute towards the understanding of management actions in comparison to industry peers and the SIMMETHOD Best-InClass. 12/28/2013 WWW.SIMMETHOD.COM 64
SIMMETHOD’s Disclaimer • SIMMETHOD’s Strategy/Execution Performance Predictive indices, metrics and risk/opportunities alerts do not seek to be exact but rather serve as a conduit to ask better questions and seek better answers in the performance improvement, risk minimization and value creation journey. WWW.SIMMETHOD.COM 12/28/2013 65
SIMMETHOD’s Disclaimer • Sometimes, the value of a metric in itself does not provide the greatest of insights, but valuable actionable knowledge is gained from its ability to provide a trend or a common comparison yardstick with other Businesses across a range of industries. 12/28/2013 WWW.SIMMETHOD.COM 66
SIMMETHOD’s Disclaimer • This report is for informational purpose only and SIMMETHOD shall not be liable for the contents of the report or risk/opportunities alerts or for any damage incurred or alleged to be incurred to any of the Businesses included in the Report as a result of its content WWW.SIMMETHOD.COM 12/28/2013 67
SIMMETHOD’s Algorithms The SIMMETHOD algorithms review businesses and stockholders decisions across industries and build industry-agnostic indices and leading indicators in order to: • Identify, measure, correlate and predict your strengths, weaknesses, risks and opportunities against your current and potential future competitors from inside or outside your industry. 12/28/2013 WWW.SIMMETHOD.COM 68
SIMMETHOD’s Algorithms • SIMMETHOD’s Algorithms convert raw data into industry-agnostic performance predictive indices enabling you to set up unique leading indicators against SIMMETHOD’s Global Success Metrics Database covering sales, profits, assets, Human Resources, overheads, social media, business models, business growth and resource management. 12/28/2013 WWW.SIMMETHOD.COM 69
SIMMETHOD’s Algorithms • The key to SIMMETHOD’s algorithms is the way in which unrelated performance indicators are combined adherent to the 7 Laws of Best Practices, Growth and Value Creation in order to calculate the gap between your business and the Best-in-Class across multiple industries WWW.SIMMETHOD.COM 12/28/2013 70
SIMMETHOD’s Algorithms • This gap to the SIMMETHOD Best-in-Class usually highlights inefficient business models or work practices, execution that is not aligned to strategy and disconnected C-Level analytics. 12/28/2013 WWW.SIMMETHOD.COM 71
SIMMETHOD’s Algorithms • Early detection of the gap to the SIMMETHOD Best-In-Class enables a business to take corrective action to ensure that strategy and execution will lead to Best-In-Class performance. 12/28/2013 WWW.SIMMETHOD.COM 72
SIMMETHOD™ Risk and Opportunities Alerts SIMMETHOD receives over 115,000 business readers and has been “hot on LinkedIn, Twitter and Facebook” 42 times. 12/28/2013 WWW.SIMMETHOD.COM 73
Jorge Oscar Tabacman jtabacman@gmail.com Twitter ID: SIMMETHOD SIMMETHOD™ A new way to measure and predict the risk and performance of your business and alert you of new threats and opportunities 12/28/2013 WWW.SIMMETHOD.COM 74

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Partnering with your analytics vendor for 2014 best in-class performance

  • 1. SIMMETHOD™ C-Level Risk and Performance Alerts Measuring Your Strategy/Execution Gap to Your Peers and the Best-In-Class as Predictor of Your Future Risk and Performance 12/28/2013 WWW.SIMMETHOD.COM 1
  • 2. SIMMETHOD™ Risk and Opportunity Alerts 12/28/2013 WWW.SIMMETHOD.COM 2
  • 3. SIMMETHOD™ • 12/28/2013 C-Level Strategy and Execution Performance Predictive Indices and Value Creation Correlations WWW.SIMMETHOD.COM 3
  • 4. SIMMETHOD’s C-Level View The C-Level view is designed for C-Level Executives in every Industry, it is risk and performance predictive and answers the following questions: • How to measure and predict your corporate risk and performance in multiple industries? • How effective is your management team, business model and strategy/execution? • How to measure the gap between your business and the Best-In-Class in multiple industries? 12/28/2013 WWW.SIMMETHOD.COM 4
  • 5. SIMMETHOD’s C-Level View • How to align your analytics software and projects to business performance? • How to measure and compare your competitive advantage against the Best-InClass in multiple industries? • How to design value-chain leading indicators and risk alerts to fend-off new competitors coming from different industries? 12/28/2013 WWW.SIMMETHOD.COM 5
  • 6. C-Level Holistic Performance Predictive and Risk Reduction Indices The following graphs show: • The transformation of hard-to-compare enterprise and industry-raw data into SIMMETHOD ‘s Performance Predictive Indices and Risk/Opportunities Alerts. 12/28/2013 WWW.SIMMETHOD.COM 6
  • 7. SIMMETHOD’s C-Level View Strategy/Execution index Management Controllable Index C-Level View Business Model Index Value Creation Index 12/28/2013 WWW.SIMMETHOD.COM 7
  • 8. SIMMETHOD™ Strategy/Execution Performance Predictive Index • The SIMMETHOD™ Strategy/Execution Performance Predictive Index ranks your performance and your ability to design and execute a strategy within your business, value chain, industry and a range of industries. 12/28/2013 WWW.SIMMETHOD.COM 8
  • 9. NHN Visa Apple Mastercard Checkpoint Baidu Infosys Netease Google Yahoo Cognizant Priceline Tata Services Cielo Intuit AOL Paychex Wipro Vmware Aggreko Accenture Experian Dassault HCL Moody's Oracle Citrix LinkedIn Microsoft Amadeus SAP H & R Block DKSH IBM Salesforce Amazon Ebay Teradata The SIMMETHOD™ 2013 Best-In-Class Enterprise Holistic Performance and Risk View 60 SIMMETHOD Strategy /Execution Performance Predictive Index 50 40 30 20 10 0 12/28/2013 WWW.SIMMETHOD.COM 9
  • 10. 0 -5 -10 -15 -20 Adobe Brambles Thomas Cook Verisk Analytics EMC Automatic Data Facebook Honeywell… Randstad Compal Elecronics HP Western Union Quanta Computer Alliance United Technology Innolux CA Fiserv Sodexco Tui NetApp Manpower Dell Computer Sciences Fidelity National… Adecco Symantec Capgemini Atos Expedia American Express SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View SIMMETHOD Strategy /Execution Performance Predictive Index -25 -30 -35 -40 -45 12/28/2013 WWW.SIMMETHOD.COM 10
  • 11. The SIMMETHOD Management Controllable Resources Index • The SIMMETHOD™ Management Controllable Index is based on a basket of strategically placed sensors in the business processes and resources under management control. • The ongoing feedback from the management sensors acts as a GPS extending your line of vision to your value chain enabling you to receive early warnings of threats, opportunities and the risk associated with your decisions. 12/28/2013 WWW.SIMMETHOD.COM 11
  • 12. Apple NHN Checkpoint Infosys Visa AOL Netease Mastercard Baidu Cognizant Accenture Yahoo Thomas Cook Tata Services DKSH Google HCL Wipro Intuit LinkedIn Paychex Aggreko Cielo Priceline Amazon Citrix Dassault Vmware Amadeus IBM Microsoft Compal Elecronics Innolux Moody's Experian The SIMMETHOD™ 2013 Best-In-Class Enterprise Holistic Performance and Risk View SIMMETHOD Management Controllable Resources Index 35 30 25 20 15 10 5 0 12/28/2013 WWW.SIMMETHOD.COM 12
  • 13. 0 -5 -10 -15 Oracle Brambles H & R Block HP EMC Quanta Computer Randstad Salesforce Automatic Data SAP Honeywell… Ebay Sodexco Teradata Tui Manpower Adobe Computer Sciences Dell Alliance United Technology Western Union CA Capgemini Adecco Fiserv Verisk Analytics Facebook NetApp Atos Fidelity National… Symantec American Express Expedia SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View SIMMETHOD Management Controllable Resources Index -20 -25 -30 -35 12/28/2013 WWW.SIMMETHOD.COM 13
  • 14. SIMMETHOD™ Best-In-Class Enterprise Holistic Performance and Risk View The following graphs show: • The correlation between resources under your control (SIMMETHOD™ Management Controllable Resources Index) and the performance of your business. • In other words, a positive/negative ranking in the SIMMETHOD™ Management Controllable Resources Index correlates to a positive/ negative ranking in the SIMMETHOD™ Value Creation Index. 12/28/2013 WWW.SIMMETHOD.COM 14
  • 15. SIMMETHOD’s 2013 Best-In-Class Enterprise Holistic Performance and Risk View (Correlation between Management Controllable Resources and Value Creation Indices) 40 SIMMETHOD Management Controllable Resources Index 30 20 SIMMETHOD Value Creation Index 10 -10 -20 Apple NHN Checkpoint Infosys Visa AOL Netease Mastercard Baidu Cognizant Accenture Yahoo Thomas Cook Tata Services DKSH Google HCL Wipro Intuit LinkedIn Paychex Aggreko Cielo Priceline Amazon Citrix Dassault Vmware Amadeus IBM Microsoft Compal Elecronics Innolux Moody's Experian 0 -30 12/28/2013 WWW.SIMMETHOD.COM 15
  • 16. -5 -10 -15 -20 -25 Oracle Brambles H & R Block HP EMC Quanta Computer Randstad Salesforce Automatic Data SAP Honeywell International Ebay Sodexco Teradata Tui Manpower Adobe Computer Sciences Dell Alliance United Technology Western Union CA Capgemini Adecco Fiserv Verisk Analytics Facebook NetApp Atos Fidelity National Information Symantec American Express Expedia SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View (Correlation between the Management Controllable Resources and the Value Creation Indices) 20 15 10 5 0 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Management Controllable Resources Index SIMMETHOD Value Creation Index -30 -35 16
  • 17. SIMMETHOD™ Business Model Holistic Enterprise Performance and Risk View The battle of the Business Models: • In the new business landscape, industries are interlinked, competitors come from different industries with different cost structures, processes and Business Models, decisionmaking risk is maximized, value is gravitating towards the entire value-chain and intangibles play an ever increasing role as a lever of growth and value creation. 12/28/2013 WWW.SIMMETHOD.COM 17
  • 18. SIMMETHOD™ Business Model Holistic Enterprise Performance and Risk View In today’s market the key question is not In which industry are you in but • what is your business model? • The level of resources your business model needs in relation to current and future competitors • How much value is your business model creating in relation to your competitors? 12/28/2013 WWW.SIMMETHOD.COM 18
  • 19. -10 NHN Apple Baidu AOL Infosys Netease Checkpoint Cielo Aggreko Yahoo Mastercard Cognizant IBM Moody's Amadeus Experian Visa Wipro HCL Accenture Google Oracle Brambles Intuit Priceline Tata Services DKSH HP Thomas Cook H & R Block Microsoft Paychex Quanta Computer Teradata Dassault Western Union Compal Elecronics SIMMETHOD’s 2013 Best-In-Class Enterprise Holistic Performance and Risk View (Correlation between Minimum Company Business Model and Value Creation Indices) 30 20 10 SIMMETHOD Minimum Company Busimess Model Index 0 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Value Creation Index -20 -30 19
  • 20. -5 -10 -15 -20 Innolux United Technology Alliance Vmware Computer Sciences Fiserv Honeywell International SAP Verisk Analytics Amazon Citrix Sodexco Randstad Tui Adobe Ebay EMC Dell CA Fidelity National Information LinkedIn Capgemini Manpower Adecco NetApp Salesforce Symantec Automatic Data Atos American Express Facebook Expedia SIMMETHOD’s 2013 Negative Score Enterprise Holistic Performance and Risk View (Correlation between Minimum Company Business Model and Value Creation Indices) 15 10 5 0 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Minimum Company Busimess Model Index SIMMETHOD Value Creation Index -25 -30 20
  • 21. SIMMETHOD’s Case Studies Industry and Business Trends SIMMETHOD’s Case Studies Industry and Business Trends 12/28/2013 WWW.SIMMETHOD.COM 21
  • 22. SIMMETHOD™ Industry Trends • Are you mistaking any positive growth for real competitive advantage? • When your rate of improvement is slower than the SIMMETHOD Best-InClass you are at risk 12/28/2013 WWW.SIMMETHOD.COM 22
  • 23. SIMMETHOD’s Industry and Business Trends • The following graphs show general industry trends as reflected by the C-Level indices and Business trends across the major C-Level and functional indices. • The trends provide a strong predictive indication of how and where the industry is heading and the competitive position of its major players 12/28/2013 WWW.SIMMETHOD.COM 23
  • 24. SIMMETHOD’s Industry Trends Is the gap to the Best-In-Class narrowing? Top 50% 25 20 15 2012 10 2013 5 0 SIMMETHOD Management Controllable Resources Index 12/28/2013 SIMMETHOD Strategy /Execution Performance Predictive index WWW.SIMMETHOD.COM SIMMETHOD Minimum Company Business Model Index 24
  • 25. SIMMETHOD’s Industry Trends Is the gap to the Best-In-Class narrowing? Bottom 50% SIMMETHOD Minimum Company Business Model Index 2013 SIMMETHOD Strategy /Execution Performance Predictive Index 2012 SIMMETHOD Management Controllable Resources Index -25 12/28/2013 -20 -15 -10 WWW.SIMMETHOD.COM -5 0 25
  • 26. From Predictive to Prescriptive Business and Competitive Intelligence C-Level view • The Strategy/Execution Performance Predictive Index trend shows that the gap between the Low Performers and the Best-InClass is narrowing. That is to say, the score of the Low Performers is (slightly) improving in relation to the Best-In-Class. 12/28/2013 WWW.SIMMETHOD.COM 26
  • 27. From Predictive to Prescriptive Business and Competitive Intelligence • The next steps are to find out both at the C-Level and functional level from where the improvement of the Low Performers in relation to the Best-In-Class is coming from? • Is it a business model improvement? Is management getting better at resource management? • Are the functional view Indices providing any clue regarding the narrowing of the performance gap to the Best-In-Class? 12/28/2013 WWW.SIMMETHOD.COM 27
  • 28. From Predictive to Prescriptive Business and Competitive Intelligence C-Level view • The Minimum Company Business Model shows that Low Performers are redesigning their business models in order to narrow the gap to the Best-In-Class performers. For the Best-In-Class, it potentially signals increasing competition from a larger pool of businesses. 12/28/2013 WWW.SIMMETHOD.COM 28
  • 29. SIMMETHOD’s Case Studies: Business Trends Across the Major Indices – 2012 to 2013 In the following case studies, the gap between the 2012 and the 2013 graphs show the areas of the business where competitive advantage is being gained or lost in relation to peers and the BestIn-Class as early predictors of future performance. 12/28/2013 WWW.SIMMETHOD.COM 29
  • 30. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Salesforce and the Best-In-Class 25 20 15 Salesforce continued to create business value even when its business model and management controllable resources indices went on opposite directions with the consequent decrease in competitive advantage 10 salesforce 2012 Salesforce 2013 Average 2013 BIC 5 0 -5 -10 SIMMETHOD SIMMETHOD Value SIMMETHOD Management Creation Index Minimum Controllable Company Business Resources index Model index -15 SIMMETHOD Strategy/ Execution Performance Predictive index -20 12/28/2013 WWW.SIMMETHOD.COM 30
  • 31. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 15 10 Areas where competitive advantage against peers and the B-I-C is being gained or lost salesforce 2012 Salesforce 2013 5 0 -5 -10 -15 -20 12/28/2013 WWW.SIMMETHOD.COM 31
  • 32. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 VMware and the Best-In-Class 25 20 15 Although Vmware’s Minimum Company Business Model Index is negative, it is creating value above B-I-C level and its control of resources and Strategy/Execution Performance Predictive Indices are healthy 10 Vmware 2012 Vmware 2013 5 Average 2013 BIC 0 -5 SIMMETHOD Management Controllable Resources index -10 12/28/2013 SIMMETHOD Value Creation Index SIMMETHOD SIMMETHOD Minimum Strategy/ Company Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM 32
  • 33. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 25 20 15 Areas where competitive advantage against peers and BestIn-Class is being gained or lost Vmware 2012 10 Vmware 2013 5 0 -5 -10 12/28/2013 WWW.SIMMETHOD.COM 33
  • 34. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Apple and the Best-In-Class 60 Apple is outperforming the B-I-C in every C-Level Index 50 Apple 2012 40 Apple 2013 30 20 Average 2013 Best-In-Class 10 0 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM 34
  • 35. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 60 50 40 30 Areas where competitive advantage against peers and the Best-In-Class is being gained or lost 20 Apple 2012 Apple 2013 10 0 12/28/2013 WWW.SIMMETHOD.COM 35
  • 36. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Google and the Best-In-Class 40 35 30 Google is outperforming the Best-In-Class on every C-Level Index 25 20 Google 2012 Google 2013 15 10 5 0 SIMMETHOD SIMMETHOD Value SIMMETHOD SIMMETHOD Management Creation Index Minimum Company Strategy/ Execution Controllable Business Model Performance Resources index index Predictive index 12/28/2013 WWW.SIMMETHOD.COM Average 2013 BestIn-Class 36
  • 37. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 40 35 30 25 20 Areas where competitive advantage against peers and the B-I-C are being gained or lost Google 2012 15 10 Google 2013 5 0 -5 12/28/2013 WWW.SIMMETHOD.COM 37
  • 38. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 IBM and the Best-In-Class 20 18 16 14 12 An improvement in the Management Controllable Resources and Business Model indices against the Best-InClass shows a positive trend likely to be translated into a positive Strategy/Execution Performance Predictive Index for 2014 IBM 2012 10 8 IBM 2013 6 4 2 0 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM Average 2013 BestIn-Class 38
  • 39. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 12 10 8 IBM’s positive trend on the C-Level indices is driven by a combination of the Assets and HR indices against the B-I-C 6 IBM 2012 4 IBM 2013 2 0 -2 -4 -6 12/28/2013 WWW.SIMMETHOD.COM 39
  • 40. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 SAP and the Best-In-Class 35 30 25 20 SAP Value Creation Index above the B-I-C shows that the market is confident on SAP’s ability to improve its business model and management’s control of resources against the B-I-C SAP’s Value Creation is above B-I-C SAP 2012 15 SAP 2013 10 5 0 -5 -10 SIMMETHOD SIMMETHOD Value SIMMETHOD Management Creation Index Minimum Controllable Company Business Resources index Model index 12/28/2013 WWW.SIMMETHOD.COM SIMMETHOD Strategy/ Execution Performance Predictive index Average 2013 Best-In-Class 40
  • 41. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 35 30 25 20 15 SAP’s Overheads and HR indices are driving the performance against peers and SIMMETHOD’s B-I-C down SAP 2012 10 SAP 2013 5 0 -5 -10 12/28/2013 WWW.SIMMETHOD.COM 41
  • 42. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 LinkedIn and the Best-In-Class 25 20 15 LinkedIn’s performance predictive improvement is driven by improvements on the Management Controllable Resources and Value Creation indices LinkedIn 2012 LinkedIn 2013 10 5 Average 2013 Best-In-Class 0 -5 -10 SIMMETHOD Management Controllable Resources index SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index -15 12/28/2013 WWW.SIMMETHOD.COM 42
  • 43. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 15 10 5 The improvement in the Performance Predictive Index is driven by the Sales, Assets and Cash/debt Indices LinkedIn 2012 LinkedIn 2013 0 -5 -10 -15 12/28/2013 WWW.SIMMETHOD.COM 43
  • 44. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Oracle and the Best-In-Class 30 25 20 Oracle’s C-level indices are positive except the Management Controllable Index that shows that too many resources are needed to achieve objectives Oracle 2012 15 Oracle 2013 10 5 0 -5 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value SIMMETHOD SIMMETHOD Creation Index Minimum Company Strategy/ Execution Business Model Performance index Predictive index WWW.SIMMETHOD.COM Average 2013 Best-In-Class 44
  • 45. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 30 25 20 15 10 Oracle’s drop in the Strategy/ Execution Performance Predictive Index is driven by drops in the Sales, Assets, Overheads and HR indices in relation to its peers and the SIMMETHOD Best-In-Class Oracle 2012 5 Oracle 2013 0 -5 12/28/2013 WWW.SIMMETHOD.COM 45
  • 46. SIMMETHOD’s C-Level Indices Business Trends 2012-2013 Microsoft and the Best-In-Class 35 30 25 Microsoft drop in the Strategy/ Execution performance predictive index is driven by drops in the Management Controllable Resources and Business Model indices Microsoft 2012 20 Microsoft 2013 15 10 5 0 SIMMETHOD Management Controllable Resources index 12/28/2013 SIMMETHOD Value Creation Index SIMMETHOD SIMMETHOD Minimum Company Strategy/ Execution Business Model index Performance Predictive index WWW.SIMMETHOD.COM Average 2013 BestIn-Class 46
  • 47. SIMMETHOD’s Business Trends Across the Major Indices – 2012 to 2013 35 30 25 20 15 10 Drops against the B-I-C in the Assets, overheads and HR indices have triggered a drop in the Strategy/Execution Performance Predictive Index Microsoft 2012 5 Microsoft 2013 0 -5 12/28/2013 WWW.SIMMETHOD.COM 47
  • 48. SIMMETHOD’s Case Studies Competitive Intelligence C-Level View SIMMETHOD’s Case Studies: Business Competitive Intelligence 12/28/2013 WWW.SIMMETHOD.COM 48
  • 49. SIMMETHOD Competitive Intelligence In a market where industry-barriers have collapsed and new competitors can come from any industry, how do you measure and predict your future risk and performance and fend-off current and future competitors? 12/28/2013 WWW.SIMMETHOD.COM 49
  • 50. SIMMETHOD Competitive Intelligence SIMMETHOD’s Strategy/Execution Performance Predictive Indices: • Rate your management’s ability to strategize and execute against its peers and the Best-InClass, • Show the strengths and weaknesses of your Business in relation to your peers, current and potential future competitors and • Are a predictive indication of future threats/opportunities from within and outside your industry. 12/28/2013 WWW.SIMMETHOD.COM 50
  • 51. SIMMETHOD Competitive Intelligence • In a constantly fluctuating Market and unlike static ratios that do not capture the dynamic relationships between Businesses and Value Chains, SIMMETHOD™ industry-agnostic composite indices measure the interactive relationships (competitive advantage) between Businesses and Value Chains across every Business Sector and provide early warning alerts of future threats and opportunities. 12/28/2013 WWW.SIMMETHOD.COM 51
  • 52. SIMMETHOD Competitive Intelligence 2013 50 40 30 Is Business risk and performance driven by Management decisions or external circumstances beyond Management control? American Express 20 10 Visa 0 -10 -20 -30 SIMMETHOD SIMMETHOD SIMMETHOD SIMMETHOD Management Value Creation Minimum Strategy/ Controllable Index Company Execution Resources index Business Model Performance index Predictive index Mastercard -40 -50 12/28/2013 WWW.SIMMETHOD.COM 52
  • 53. SIMMETHOD Competitive Intelligence 2013 50 40 30 20 There is a strong correlation between the Management Controllable and the Value Creation indices American Express 10 Visa 0 -10 Mastercard -20 -30 -40 -50 12/28/2013 WWW.SIMMETHOD.COM 53
  • 54. SIMMETHOD Competitive Intelligence 2013 30 20 10 Competing against your peers in your industry or the SIMMETHOD Best-In-Class could be a different proposition. SIMMETHOD Management Controllable Resources index SIMMETHOD Value Creation Index 0 SIMMETHOD Minimum Company Business Model index -10 -20 SIMMETHOD Strategy/ Execution Performance Predictive index -30 -40 12/28/2013 WWW.SIMMETHOD.COM 54
  • 55. SIMMETHOD Competitive Intelligence 2013 20 10 LinkedIn’s Sales & Overheads indices show weaknesses against peers and the B-I-C Randstad 0 Manpower -10 Adecco -20 LinkedIn -30 -40 12/28/2013 LinkedIn’s strong HR & Cash/Debt Index performance is driving its positive Management Controllable Resources and Strategy/Execution Performance Predictive indices WWW.SIMMETHOD.COM 55
  • 56. SIMMETHOD Competitive Intelligence 2013 40 30 20 SIMMETHOD ‘s industry agnostic indices show strengths and weaknesses against peers and B-I-C as leading indicators of future risk and performance Facebook LinkedIn 10 0 Yahoo -10 AOL -20 -30 12/28/2013 WWW.SIMMETHOD.COM 56
  • 57. SIMMETHOD Competitive Intelligence 2013 40 30 20 The SIMMETHOD indices are not deterministic. Enterprises that act on their leading indicators will improve their performance against the B-I-C 10 Facebook LinkedIn 0 Yahoo -10 AOL -20 -30 12/28/2013 WWW.SIMMETHOD.COM 57
  • 58. SIMMETHOD Competitive Intelligence 2013 30 20 Dell 10 HP 0 -10 SIMMETHOD SIMMETHOD Value SIMMETHOD Management Creation Index Minimum Controllable Company Business Resources index Model index -20 SIMMETHOD Strategy/ Execution Performance Predictive index Average 2013 BestIn-Class -30 -40 12/28/2013 WWW.SIMMETHOD.COM 58
  • 59. SIMMETHOD Competitive Intelligence 2013 10 5 0 -5 Dell -10 -15 HP -20 -25 -30 In this graph we can see what is driving the Performance Predictive Index and the strengths and weaknesses of Dell and HP -35 12/28/2013 WWW.SIMMETHOD.COM 59
  • 60. SIMMETHOD Competitive Intelligence 2013 25 20 Each SIMMETHOD C-Level index provides objective insights into your strategy/execution against your peers and the Best-in-Class SIMMETHOD Management Controllable Resources index 15 SIMMETHOD Value Creation Index 10 5 0 -5 LinkedIn 2013 Oracle 2013 SAP 2013 IBM 2013 Average 2013 Best-In-Class SIMMETHOD Minimum Company Business Model index SIMMETHOD Strategy/ Execution Performance Predictive index -10 -15 12/28/2013 WWW.SIMMETHOD.COM 60
  • 61. SIMMETHOD Competitive Intelligence 2013 20 15 10 Each company has distinctive areas of competitive advantage against peers and the Best-In-Class LinkedIn Oracle 5 0 SAP -5 -10 IBM -15 12/28/2013 WWW.SIMMETHOD.COM 61
  • 62. SIMMETHOD Competitive Intelligence 2013 50 The SIMMETHOD algorithm and industry agnostic indices rate your management decisions and competitive advantage in relation to your peers and the Best-In-Class 40 SIMMETHOD Management Controllable Resources index SIMMETHOD Value Creation Index 30 20 SIMMETHOD Minimum Company Business Model index 10 0 Apple Google Microsoft Amazon Average 2013 Best-In-Class SIMMETHOD Strategy/ Execution Performance Predictive index -10 12/28/2013 WWW.SIMMETHOD.COM 62
  • 63. SIMMETHOD Competitive Intelligence 2013 50 40 30 20 Apple’s strength in the Management Controllable Index shows effective resource management. Google shows a strong ability to convert resources into Best-In-Class performance Apple Google 10 0 Microsoft -10 Amazon 12/28/2013 WWW.SIMMETHOD.COM 63
  • 64. SIMMETHOD’s Disclaimer • The purpose of the SIMMETHOD Strategy/Execution Performance Predictive Index, Reports and Risk/Opportunities Alerts is not to make a Business right or wrong but rather contribute towards the understanding of management actions in comparison to industry peers and the SIMMETHOD Best-InClass. 12/28/2013 WWW.SIMMETHOD.COM 64
  • 65. SIMMETHOD’s Disclaimer • SIMMETHOD’s Strategy/Execution Performance Predictive indices, metrics and risk/opportunities alerts do not seek to be exact but rather serve as a conduit to ask better questions and seek better answers in the performance improvement, risk minimization and value creation journey. WWW.SIMMETHOD.COM 12/28/2013 65
  • 66. SIMMETHOD’s Disclaimer • Sometimes, the value of a metric in itself does not provide the greatest of insights, but valuable actionable knowledge is gained from its ability to provide a trend or a common comparison yardstick with other Businesses across a range of industries. 12/28/2013 WWW.SIMMETHOD.COM 66
  • 67. SIMMETHOD’s Disclaimer • This report is for informational purpose only and SIMMETHOD shall not be liable for the contents of the report or risk/opportunities alerts or for any damage incurred or alleged to be incurred to any of the Businesses included in the Report as a result of its content WWW.SIMMETHOD.COM 12/28/2013 67
  • 68. SIMMETHOD’s Algorithms The SIMMETHOD algorithms review businesses and stockholders decisions across industries and build industry-agnostic indices and leading indicators in order to: • Identify, measure, correlate and predict your strengths, weaknesses, risks and opportunities against your current and potential future competitors from inside or outside your industry. 12/28/2013 WWW.SIMMETHOD.COM 68
  • 69. SIMMETHOD’s Algorithms • SIMMETHOD’s Algorithms convert raw data into industry-agnostic performance predictive indices enabling you to set up unique leading indicators against SIMMETHOD’s Global Success Metrics Database covering sales, profits, assets, Human Resources, overheads, social media, business models, business growth and resource management. 12/28/2013 WWW.SIMMETHOD.COM 69
  • 70. SIMMETHOD’s Algorithms • The key to SIMMETHOD’s algorithms is the way in which unrelated performance indicators are combined adherent to the 7 Laws of Best Practices, Growth and Value Creation in order to calculate the gap between your business and the Best-in-Class across multiple industries WWW.SIMMETHOD.COM 12/28/2013 70
  • 71. SIMMETHOD’s Algorithms • This gap to the SIMMETHOD Best-in-Class usually highlights inefficient business models or work practices, execution that is not aligned to strategy and disconnected C-Level analytics. 12/28/2013 WWW.SIMMETHOD.COM 71
  • 72. SIMMETHOD’s Algorithms • Early detection of the gap to the SIMMETHOD Best-In-Class enables a business to take corrective action to ensure that strategy and execution will lead to Best-In-Class performance. 12/28/2013 WWW.SIMMETHOD.COM 72
  • 73. SIMMETHOD™ Risk and Opportunities Alerts SIMMETHOD receives over 115,000 business readers and has been “hot on LinkedIn, Twitter and Facebook” 42 times. 12/28/2013 WWW.SIMMETHOD.COM 73
  • 74. Jorge Oscar Tabacman jtabacman@gmail.com Twitter ID: SIMMETHOD SIMMETHOD™ A new way to measure and predict the risk and performance of your business and alert you of new threats and opportunities 12/28/2013 WWW.SIMMETHOD.COM 74