Direct Value Performance; an Offerings and Operations Focus
What is your company’s Comprehensive Value ScoreTM? Are your company’s offerings and operations delivering positive or negative value to your clients, to your shareholders, and to the broader stakeholder community? In many cases, companies are actually delivering negative value. Is your company? What risk does your organizations value score present to your market share, brand, and share price?
What is the Core Value RatioTM performance of your offerings and operations? Out of every dollar your customer spends; how much is allocated to the “core value component” your client desires? How much is allocated to non-value creating expenses or performance recognition? How has the evolution of your business model and the market contributed to your positive or negative core value performance trending? Why?
To what degree does your organizational expense structure support core value? To what extent does it drive the gap between value expectations and actual value performance? Are you at risk for competitive displacement, significant operational failure events, or speculative manipulation and extraction leading to a catastrophic performance failure?
A Transactional view of Value3
Indirect Value Performance; from Transactional Products and Services to Outcomes and Impacts
What is your company’s Value Impact ScoreTM? How likely are your customers to achieve their desired outcomes from your products and services? Does their performance stand the test of time? How do you ensure they do? How do your offerings and relationship perform in the context of your clients top priorities? How does your value proposition compare to competitive options – both existing and potential market entrants? How do they interrelate and integrate in the context of those priorities? Do your products and services protect, sustain, and grow your client’s most important priorities? Do they misrepresent, misalign, and misallocate client expenses or investments in a way that makes money for your company but negatively impacts your client’s top priorities?
Are your offerings self-sustaining or do they require significant focus and involvement to deliver the desired impact? Are they heavily reliant on the customer, partners, or other market factors to ensure they maintain their effectiveness? Do they transfer significant costs and impact burden? Cost and impact burden in the form of poor product or relationship performance ultimately leading to negative client outcomes, demand destruction, and poor company performance? What is the impact burden in the form of increased costs and investment necessary to deliver the expected value from the transaction or relationship with your company? Are you one event or competitor from catastrophic performance failure?
What is your company’s Value Contribution-Recognition CorrelationTM? Do the key contribution factors that drive and deliver value get appropriately recognized financially? Are investments and expenses aligned with maintaining, improving, and growing those value factors? Do the human resources that drive the primary client value get appropriate recognition for their contributions? Do those resources get meaningful investments to grow the value delivered by a transactional or services relationship with your organization?
How is your company organized to deliver and drive value for you customers? Are you extremely short term results focused? Are your results measures too internally focused? Are your improvement initiatives only self-serving? Is your company significantly misrepresenting and manipulation value, performance, burden transfer, and stakeholder impact? Are you making significant investments in presenting a reality that is growing further and further from the actual reality? Is your business model evolving in a way that is likely to create its own destruction? Are your short term performance focus, misrepresentation, and manipulation efforts risking competitive displacement, an operational failure event, or customer brand perception that could lead to performance catastrophe? Are you inevitably creating outcomes that will decimate shareholders, clients, employees, and citizens alike?
Exponential Potential created the Organize for ValueTM Methodology to assist organizations in transforming entire operations and company culture to the Align for Value3TM Methodology. A transformation that enables all company functions to participate meaningfully in protecting and growing customer and shareholder value. Companies that embrace Organize for Value3TM will achieve value migration that delivers sustained leadership performance over time with less volatility making a sizable positive contribution to the broader economy and society. The contribution to the broader economy combined with more meaningful and sustained value delivered to customers will grow the market as a whole and in turn create a much larger prospective customer base.
How does your company approach the application of technology? What is the primary focus? Replacing human resource to lower costs? What is the impact of automation initiatives on client value? How does it align with medium to longer term prosperity for your company? What is the impact on society? How do your technology priorities balance short and longer term company performance objectives? How do they protect and grow customer value tangibly, meaningfully, and in the context of current and potential competitive threats?
Exponential Potential leverages the Automate for ValueTM Methodology in harmony with other core Align for Value3TM Methodologies to better balance and prioritize technology strategy in alignment with Value3TM delivery. By focusing on value as the primary driver to technology strategy and prioritization companies can achieve stronger more sustainable returns on their investments while reducing the performance volatility that further intensifies technology misalignment and poor results.
Characteristics and Conditions of Positive and Negative Value Curves
Impact and Implications of Performance; from catastrophic performance failure, cost, and burden transfer to stable, sustainable, growth performance for all stakeholders.
There are efforts under way by individual companies in branding and operational transformation in support of environmental factors. There has been some movement in pursuing improving economic factors for future generations. The B Corp Certification movement is a more comprehensive approach to a more “socially” conscious corporation and business practices.
The Align for Value3TM Methodology is much more comprehensive and built on the core principle of value creation as the core alignment factor. A focus on value provides a natural correlation to begin significant gains in alignment of all stakeholders. Align for Value3TM is much more focused on economic factors as the primary driver for alignment and performance. It is not only comprehensive, but inter-relational and iterative focusing on improving and enhancing the Economic Ecosystem’s ability to sustain and renew itself as a whole.
Value3TM is the comprehensive view of the impact and implications of products, services, and company operations on all stakeholder groups. The Align for Value3TM Methodology is a framework for enabling companies to align products, services, and operations with creating value for all stakeholders. The benefits of which are vastly improved value for customers, consistent sustainable growth with lower volatility for shareholders, increased participation and contribution recognition for employees, and positive impact with limited transfer burden for citizens and government entities. As a result the market and economy grow with little unaccounted for costs lurking ultimately expanding markets for the companies that employ these practices.
Exponential Potential developed Performance Measures for Value3TM and Comprehensive Impact Score for Value3TM to provide a complete performance picture from direct relationships, indirect interrelationships, and the implications of operations and practices on all stakeholders over time. Performance Measures for Value3TM focus on company out performance factors while the Comprehensive Impact Score takes an outside in look at an organization impact on society and individual stakeholder groups. Combined the view is comprehensive and value performance focused with a primary emphasis on economic impact factors. The methodologies move well beyond simple metrics that continue to perpetuate limited understand of and ability to impact economic performance and evaluate them in the context of value contributions and impact.
Consumers and Government Entities can improve the value they receive from their investments and purchases by focusing on products, services, and companies that deliver the best Core Value RatioTM, Comprehensive Value ScoreTM, Value Impact ScoreTM, and Contribution Recognition CorrelationTM. The Align for ValueTM Methodology will help them attain their highest priority objectives of financial security health, and prosperity. Using the broader Align for Value3TM Methodologies will only enhance the value obtained and help the entire economic ecosystem grow by aligning purchase decisions with primary value delivery and society impact and implication factors. Additional methodologies supporting Consumers and Government priorities include;
- Relationship Interest Balance MethodologyTM
- Rights Access and RecognitionTM
- Demand ImpactTM
Learn more – Our Practices
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