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1、PricePerformanceProfileValueMapValueScorecardHead-to-HeadComparisons(Average)IdentifyValueDriversMeasureValueCreationAfterTransactionBusinessProcessImprovementConductBaselineStudyOn-goingTransactionalSurveysDevelop ActionPlansMeasureMarketPerceptionOn-goingMarketSurveysfeedbackTheValueProposition
2、DeploymentProcessBuildCommitmentToValuePropositionProcess&OrganizationGapAnalysisChangesToDeliverValuePropositionInternalTracking&MeasurementTrackingMarketImpactPlan/Do/Check/ActPlan/Do/Check/ActInternalManagement/StaffGroupofCompaniesCustomerValueYieldsBigDividendsDoubledprofitsinasingleyearMove
3、dfrombeingamarket“nicher”tothemarketleaderWirelessTelecomCompanyHeavyEquipmentDealershipUndergroundMiningEquipmentManufacturer/DistributorInternationalHealthandLeisureFirm50%reductionincustomerchurnImprovedequipmentdeliverytimefrom10daysto2daysTotalestimatedbottomlinecontribution=$4.5MDoubledsale
4、srevenue–from$250Mto$500M+Tripledmarketshareinastrategicallyimportantmarket:4%-12%Increasedemployeesfrom600to1000+AchievedrecordprofitabilitylastyearReclaimedmorethan$8mminlostsales30%improvementinon-timedeliveriesImprovedmarginsonequipmentrepairsfrom11%to28%Source:AdaptedfromCustomerSatisfaction
5、inPracticebytheAmericanProductivity&QualityCenter,1998MODELING EMPLOYEEVALUETheRightWorkforce”PositiveTurnoverAcquisitionRetentionEmployeeValueRelativeCompensationRelativeJobQualityBaseSalaryWorkLifeBalanceBrandEquityManager QualityBenefitsBonusPayEquityThe“Value”ofCustomerValueStrengthenvaluepro
6、positions–valueisthebasisforcustomerdecisionsIdentifyresponseswiththegreatestimpactoncustomers’futurepurchasebehaviourHoneinonwinningclientstrategiesDisciplineandfocus—acrossallfunctionsDramaticimpactsandperformancegainsThekeytoattracting,satisfying,andretainingcustomers.November,2003
