Strategic business growth—day 2 2013.09

Proprietary and Confidential
UNI Strategic
Strategic Business Growth
Kuala Lumpur, Malaysia
September 23-24, 2013

2Proprietary and Confidential UNI Strategic
Agenda—Day 2
Agenda Item Time
Session #5—Pursuing Inorganic Growth 09:00—10:40
Refreshments & Networking Break 10:40—11:00
Session #6—Developing a Business Growth Strategy 11:00—12:45
Luncheon 12:45—14:00
Session #7—Organizational Readiness & Implement. 14:00—15:30
Refreshments & Networking Break 15:30—15:50
Session #8—Measuring and Tracking 15:50—17:00
*Times are approximate—Sessions may cut across breaks

Content
! Session #1—Overview of Business Growth Strategy
! Session #2—Conducting a Current State Assessment
! Session #3—Articulating a Business Growth Vision
! Session #4—Driving Organic Growth
! Session #5—Pursuing Inorganic Growth
! Session #6—Developing a Business Growth Strategy
! Session #7—Organizational Readiness & Implementation
! Session #8—Measuring and Tracking

Pursuing Inorganic Growth
#5—Pursuing Inorganic Growth
“Go for a business that any idiot
can run—because sooner or
later any idiot probably is going
to run it.”
—Peter Lynch

Inorganic Growth—Framework
Existing Products to
Existing Customers
Growth Strategies
Organic
Strategies
Entering New
Industries
New Products &
Services
Existing Products to
New Customers
Takeover/
Acquisition Mergers
Joint Venture
Strategic Alliance
Horizontal
Vertical
Conglomerates
New Business
Models
Vertical Horizontal Unrelated
New to
Company
New to
World
New
Geographies
New
Channels
New
Segments
Inorganic
Strategies

1) Strategic Alliances
! A strategic alliance is an agreement between two or more parties to pursue a set of agreed
upon objectives while remaining independent organizations. This form of cooperation lies
between Mergers & Acquisition and organic growth
•  Allowing each partner to concentrate on
their competitive advantage
•  Learning from partners and developing
competencies that may be more widely
exploited elsewhere
•  Adequate suitability of the resources
and competencies of an organization for
it to survive
•  To reduce political risk while entering
into a new market
•  Risk of losing control over proprietary information,
especially regarding complex transactions requiring
extensive coordination and information sharing
•  Coordination difficulties due to informal cooperation
settings and highly costly dispute resolution
•  Agency costs: As the benefit of monitoring the
alliance’s activities effectively is not fully captured
by any firm, a free rider problem arises
•  Influence costs because of the absence of a formal
hierarchy and administration within the alliance
Pros Cons
Source: wiki.com

1) Strategic Alliances—Examples
•  Pharmaceutical giant Eli Lilly has been forming alliances for nearly a century
and was the first in their industry to establish an office devoted to alliance
management
•  Lilly currently has over one hundred partnerships around the world devoted to
discovery, development, and marketing
•  Lilly partners with the Belgium-based company Galapagos to develop
treatments for osteoporosis and Canada's BioMS medical group in a licensing
and development agreement for a novel treatment for multiple sclerosis
•  In Japan, Lilly is partnering with Kyowa Hakko Kogyo Co., Ltd., to bring a
targeted cancer treatment to market
•  Hewlett-Packard and Disney have a long-standing alliance, starting back in
1938, when Disney purchased eight oscillators to use in the sound design of
Fantasia from HP founders Bill Hewlett and Dave Packard
•  When Disney wanted to develop a virtual attraction called Mission: SPACE,
Disney Imagineers and HP engineers relied on HP's IT architecture, servers
and workstations to create Disney's most technologically advanced attraction

Research &
Development
2) Joint Ventures
! Traditionally the various forms of integration—vertical, horizontal, lateral—have been
predominant; now joint ventures are becoming more significant and commonplace
Fully
Integrated
Production &
Marketing
Purchasing Networking
Domestic &
International
A fully integrated
joint venture
closely resembles
a merger. In this
arrangement,
firms integrate all
of their functions,
from
manufacturing to
sales. They may
integrate
functions in just
one area of
business, such as
a particular
product line, or all
areas.
In research and
development joint
ventures, firms
pool their skills,
knowledge or
equipment to
develop better
products, services
or production
methods. Each
firm's area of
expertise may
benefit the other,
allowing the firms
to develop these
outputs more
efficiently.
Firms may either
produce goods or
services together,
or market them
together. In some
cases they do
both. Combining
their facilities,
equipment and
methods can allow
firms to produce
goods more
efficiently. They
may jointly
produce a product,
or produce their
own products
using combined
resources.
An agreement to
purchase goods
together gives both
firms more
marketing power.
They typically
purchase goods at
a lower rate by
purchasing them in
larger amounts,
which they divide
between each
other. Firms can
also reduce costs
by storing goods
together and
sharing the
administrative
staff.
In some industries,
joint ventures
between firms
create a network
that better serves
customers. The
telecomm, banking
and transportation
industries are
examples of
networking joint
ventures. Banks use
large networks to
process credit card
transactions and
allow customers
access to their
funds via ATMs.
Any of the above
joint ventures can
take place
between two
firms within the
same country, or
two firms from
different
countries. Firms
from different
countries often
join together to
broaden their
market bases.
Source: wiki.fool.com

2) Joint Ventures—Hulu & Sony-Ericsson
•  Video streaming site Hulu is a joint venture of News Corp (owns Fox ),
Disney (owns ABC) and Comcast (owns NBC) that has been extremely
successful
•  The companies compete with one another on the TV airwaves but
recognized that combining their programs for an online video service
would be more powerful than launching individual products. It’s been a
good bet - potential suitors to purchase Hulu have lined up with bids that
approach $1 billion
•  Sony-Ericsson is a 2001 joint venture by Japanese consumer electronics
company Sony Corp. and Swedish telecommunications company
Ericsson to make mobile phones that helped turn around Sony's
struggling mobile business and gave its phones a strong international
presence
•  With the sudden rise of smartphones, Sony wanted to better integrate
platforms to provide a consistent experience across phones, TVs, tablets
and PCs
•  In 2012 Sony purchased Ericsson’s share of joint venture and turned the
company into a subsidiary - Sony Mobile Communications

3) Mergers & Acquisitions
! Mergers and acquisitions are closely related, but it is important to separate the two because
there are some meaningful distinctions

3) Mergers & Acquisitions—Creating Value
! While M&A activity has drawn its fair share of criticism over the years, there are proponents
who are convinced of their value-creation benefits
Mergers can increase shareholder value by:
! Reducing costs by combining
departments, operations, and trimming
the workforce
! Increasing revenue by absorbing a major
competitor and winning more market
share
! Cross-selling products or services
! Creating tax savings when a profitable
company buys a money-loser
! Diversifying to stabilize earning results
and boost investor confidence
Source: www.accenture.com

3) Mergers & Acquisitions—What’s the Motivation?
Source: www.tutor2u.net

3) Mergers & Acquisitions—Keys to Successful Integration
! To increase chances of success, acquirers need to perform rigorous due diligence before the
purchase to verify the company's stand-alone value and uncover potential problems
•  Setting integration priorities based on the merger's strategic rationale and goals
•  Articulating and communicating the deal's vision by merger leaders
•  Designing the new organization and operating plan
•  Customizing the integration plan to address specific challenges: Act quickly to capture
economies of scale
•  Refine a business model and sacrifice speed to get the model right, such as
understanding brand positioning and product growth opportunities
•  Aggressively implement the integration plan: by Day 100, the merged company should
be operating and contributing value
Conducting Due Diligence:

3) Mergers & Acquisitions—Google
•  In 2006 Google acquired 19-month old YouTube for $1.65
billion in a stock-for-stock transaction
•  Google executives confirmed that the company bought
YouTube in part to better position itself for getting into the
business of selling traditional television advertising
•  At the time of the takeover, there was concern that Google
would destroy the fast-growing video-sharing site – it seems
the pessimists were wrong!
•  YouTube now generates annual revenues for Google of $3.6b
per year (Google's total revenues in 2012 were around $33m)
and viewership grew by 50% in 2012 alone
•  Google’s preferred growth strategy is Mergers & Acquisitions
because it allows them to quickly adopt to new technologies
and process rather than trying to develop them internally
•  YouTube, Android, Motorola

4) Mergers & Acquisitions—Vertical Mergers
! A vertical merger is between two companies producing different goods or services for one
specific finished product; one firm acquires either a customer or a supplier
•  This type of merger eliminates competition
between the two firms
•  Most often the logic behind the merger is to
increase synergies created by merging firms that
would be more efficient operating as one
•  By directly merging with suppliers, a company
can decrease reliance and increase profitability
•  An example of a vertical merger is a car
manufacturer purchasing a tire company, thereby
reducing cost of tires for the automaker and
potentially expand business to supply tires to
competing automakers

4) Vertical Mergers—Apple Inc. (4-in-1)
Apple Inc. is vertically integrated because it is essentially four
companies in one, thereby controlling all the major critical parts of
the supply chain used to make and sell its products:
! It is a hardware company (it designs its own hardware)
! A software company (it owns, develops and optimizes its
software)
! A services company (it equips its products with services such as
the iTunes and iCloud)
! A retail company (it provides consumers with a unique retail
experience)
•  As opposed to other computer, tablet or smartphone
companies that only design or make the hardware, and rely on
other suppliers for the operating system and related
applications, and to sell the product

4) Vertical Mergers—High-profile Examples
In 1991 Disney outsourced the production of 3D animated films to Pixar
because there was a lot of uncertainty around the potential of 3D animation.
By 2006, vertical integration became necessary because Pixar was taking
advantage of Disney’s dependence to constantly renegotiate contracts
! Some of the best known examples of vertical integration have been in the oil industry. In the
1970s and 1980s, many companies that were primarily engaged in exploration and the
extraction of crude petroleum decided to acquire downstream refineries and distribution
Companies such as Shell and BP came to control every step involved in
bringing oil from its North Sea or Alaskan origins to a vehicle's fuel tank
In 2000 internet provider America Online combined with media
conglomerate Time Warner. Time Warner supplied content to consumers
through properties like CNN and Time Magazine, while AOL distributed
such information via its internet service

5) Horizontal Mergers
! A horizontal merger occurs between companies in the same industry. It is a business
consolidation that occurs between firms who operate in the same space, often as
competitors offering the same good or service
•  Mergers of equals are said to protect the interests of
the acquired firm
•  The acquired firm is integrated into the structure of the
acquiring firm
•  Usually one of the goals is to achieve savings by
eliminating redundancy
•  Sound business principles prescribe that the best
facilities and the most highly qualified personnel be
retained regardless of the previous company affiliation
•  The elimination of redundancies and leveraging of
shared best practices, leadership, processes, and
technology position the combined company better for
achieving growth and productivity

5) Horizontal Mergers—ExxonMobil
The merge of Exxon and Mobil achieved a greater economy of scale
as the union resulted in increased sales within a larger geographic
expansion
•  This decision also allowed ExxonMobil to have a magnified
presence or power within the oil industry
•  The merger of Exxon and Mobil could have ended with negative
results which would have threatened the value and reputation of
the newly established organization
•  A merger such as this could conclude with a bad public reaction
causing the organization to lose their customer base
•  Many times the public shows loyalty with the organization, product,
and service they choose associate themselves with
•  When the organization is altered due to a merge or acquisition, the
public can then correlate this act with a change and feel the
organization they dealt with initially has altered in some way
Going-in
Concerns

5) Horizontal Mergers—Microsoft & Skype
Microsoft purchased Skype for $8.5 billion on May 10, 2011. Skype
was already synonymous with consumer video chatting when
Microsoft scooped it up in the largest acquisition in company history
•  Microsoft integrated Skype into its Xbox platform, ditched Windows
Live Messenger for Skype's messaging offering, and spread the
service across smartphone operating systems
•  Acquiring Skype had a strategic – and competitive – benefit. It put
Microsoft into the middle of communication between people,
unobtrusively
•  Skype's market share in international calls grew from 13% to 34%
since the Microsoft acquisition, and its number of simultaneous
users grew from 27 million to more than 50 million in roughly the
same time frame
•  Skype’s 2013 sales are expected to hit $2 billion, up from $800
million two years ago
Source: www.engadget.com

5) Horizontal Mergers—InBev & Anheuser Busch
In 2008 Anheuser-Busch Cos. agreed to be acquired by Belgian
brewer InBev, creating the world’s largest brewer, in a $52 billion deal
•  InBev’s management quickly instituted strict cost-saving initiatives,
divested non-core assets and looked for other ways to pare back
expenses in Anheuser-Busch’s operations
•  Once acquired, management has been able to integrate these
businesses, while still achieving various synergies and increasing
economies of scale
•  The company has expanded profit margins, while bolstering its
cash flows over time - the 2010 annual dividend of $0.50 more
than tripled to $1.56 in 2012 in addition to a double digit EBITDA
growth rate and almost 30% growth in earnings per share
•  AB InBev remains the largest brewer in the U.S., with its market
share accounting for close to half of all beer sales

A pure conglomerate merger is
one where the merging
companies are doing businesses
that are totally unrelated to each
other
6) Conglomerates
! Conglomerates gained popularity in the 1960s as companies that generally engaged in one
line of business began diversifying their business models through leveraged buyouts and
mergers and acquisitions
In mixed conglomerate
mergers, the companies that
are merging are doing so to
gain access to a wider market
and client base
Mixed Pure

6) Conglomerates—ITT
The original International Telephone & Telegraph was created in 1920
building the first interconnected telephone lines and grew quickly, through
strategic acquisitions, to a major international telecom provider
•  From 1960 to 1977 ITT acquired more than 350 companies — at one time
securing deals at the rate of one acquisition per week
•  The portfolio included well-known businesses such as Sheraton hotels,
Avis Rent-a-Car, Hartford Insurance and Continental Baking
•  ITT grew from a medium-sized business with $760 million in sales to a
global corporation with $17 billion in sales
•  From 1979 to 1995 continuous restructuring, through strategic divestures
and acquisitions, resulted in more manageable segments
•  In 2011, ITT split into 3 independent publicly traded companies:
-  Water-related businesses to be spun off as a standalone water
technology company
-  Defense segment to be spun off as a standalone, diversified defense
technology and information solutions company
-  ITT Corporation to continue as a standalone, highly engineered
industrial company
Source: www.itt.com

6) Conglomerate—The Rise and Fall
! Conglomerates gained popularity in the 1960s as companies that generally engaged in one
line of business began diversifying their business models through leveraged buyouts and
mergers and acquisitions
•  The value placed on diversification during the 1960s and 1970s led to the establishment
of new multinational conglomerate entities
•  The most recognized theory for the rise in conglomerate merger activity during the
1960s and 1970s was that the merger wave was a response to government antitrust
action against a number of large vertical and horizontal mergers
•  While the ‘60s were a move to unrelated diversification, the 80’s moved to consolidation,
specialization and “hostile takeovers” in response to the the 60s diversification, which
produced inefficient conglomerates and entrenched managers
•  The current trends toward corporate focus reverse the diversification trend of the late
1960s and early 1970s
•  Conglomerate mergers have been relatively rare since many unsuccessful deals were
dismantled in the 1980s
•  Newer ideas have emerged focusing on a company’s core competency, sticking to what
it’s good at rather than trying to create and manage diverse businesses

M&A Activity Likely To Pick Up Soon
! However, many experts predict that M&A activity will increase in the coming years, driven by
a number of interrelated factors
•  A Bain & Company worldwide research analysis of 1,600 public companies and
18,000 deals from 2000 through 2010 concluded that M&A activity should pick up
again soon
•  The slowdown in M&A since 2007 was triggered by the financial crisis, and will
reverse itself as the world economy recovers
•  Pent-up demand since the financial crisis is a prime reason for this conclusion
•  Additionally, the surplus of cash accumulated over the past few years "will
turbocharge the deal-making renaissance” to meet investors’ expectations
The Case for Increased M&A Activity:
Source: Bain & Company, CFOs to Focus More on Inorganic Growth

Landscape for Increased M&A
! In general, there are several factors that make the commercial and economic environments
ripe for M&A
Favorable Conditions for M&A Activity:
•  Low interest rates have put financial executives on the hunt for higher returns
•  Although many companies’ wallets are fat, organic growth alone won’t be sufficient to
generate the returns expected by investors
•  The report estimates that about $300 trillion in global financial holdings is available for
investment. Therefore, chief financial officers should use the money they have to hand
and focus more on inorganic growth
•  M&A can help you enter new markets and product lines, find new customers and
develop new capabilities, which translates into both higher earnings and growth
•  However, the report cautions acquisitions are not suitable for every business model. If
core business is weak, the study shows M&A will not help
•  Therefore, companies should follow a “balanced strategy that successfully combines
full potential organic growth with well-conceived and executed acquisitions”
Source: Bain & Company, CFOs to Focus More on Inorganic Growth

Content

Developing a Business Growth Strategy
#6—Developing a Business Growth Strategy
“The essence of strategy is
choosing what not to do.”
—Michael Porter

Developing a Business Growth Strategy—Components
! Following is a high-level process for combining content from the previous sessions in pursuit
of developing a comprehensive business growth strategy
Determine
Risk/Reward
Position
Create
Business
Case Articulate
Value
Proposition
Explore
Growth
Scenarios Conduct
Market
Research

1) Determine Risk/Reward Position
! A critical first step in the business growth strategy development process is to determine your
company’s risk/reward position
Source: Ivey Business Journal

2) Explore Growth Scenarios
! Growth scenarios are rich, data-driven stories about tomorrow that can help you make better
decisions today
Source: Monitor, Global Business Network

2) Explore Growth Scenarios—Overview
! Scenario planning can be a very powerful technique in helping explore, evaluate and
ultimately craft a business growth strategy
Scenario Planning—Key Concepts & Definitions

2) Explore Growth Scenarios—Process
Orient
Explore
Synthesize
Act
Monitor
Interviews &
Focal Issues
Predetermineds
& Uncertainties
Scenario Framework
& Scenarios
Implications &
Options
Early Indicators &
Monitoring System
Growth
Scenarios
! Below is a simple process for identifying and exploring business growth scenarios

2) Explore Growth Scenarios—Options
! The following represent some of the more commonly used techniques for exploring and
validating business growth opportunities
Strategy Decision Trees Business Simulations War Gaming

2) Explore Growth Scenarios—Strategy Decision Trees
! A decision tree is a decision support tool that uses a tree-like graph or model of decisions and
their possible outcomes—including chance event outcomes, resource costs, and utility—to
help identify a strategy most likely to reach a goal

2) Explore Growth Scenarios—Business Simulations
! Business strategy simulation games simulate real-world events using algorithms, as well as
the close tying of players' actions to expected or plausible consequences and outcomes
Source: www.simventure.co.uk

2) Explore Growth Scenarios—War Gaming
! Business war games are strategy games that “role play” various strategic alternatives to help
determine the optimal strategic direction to pursue
Source: Kappa West

3) Conduct Market Research—Overview
Primary Secondary
Qualitative Quantitative

3) Conduct Market Research—Qualitative
What Is It’s Purpose? What Is It Used For? Types & Techniques
•  To understand the
subconscious patterns
that lead people to
different decisions
•  To identify the scope of
projects to research the
views, opinions and
attitudes of target groups
•  To explore in depth how
consumers reach a
decision in the buying
process
•  To establish hypotheses
to be tested through
quantitative research
•  Competitive Intelligence
•  Market Access
•  Market Assessment
•  Pricing
•  New Product
Development
•  Concept Testing
•  Message Development
•  Name, Trademark &
Logo Testing
•  Product/Brand
Positioning
•  Focus Groups
•  In-depth Interviews (IDIs)
•  Dyads/Triads
•  Ethnography
•  Observation
•  Shop-along
•  Diaries/Journals
•  Role Play
•  Elicitation & Projection
Techniques
•  Neuro-linguistic
programming (NLP)

3) Conduct Market Research—Quantitative
What Is It’s Purpose? What Is It Used For? Types & Techniques
•  To produce formal,
statistically valid data to
support business
decisions
•  To measure, track,
assess, and predict
changes in customer
attitudes, satisfaction,
commitment and loyalty
•  To project market size,
share, penetration, and
growth rates
•  To segment markets,
and to uncover "drivers"
for product preference
•  Benchmarking
•  Brand equity tracking
•  Competitive Intelligence
•  Market Pricing
•  Forecasting
•  Identifying market
opportunities
•  Market segmentation
•  Optimizing product
development
•  Perceptual mapping of
competing products
•  Predicting new product
uptake
•  Product positioning
•  Bi-variate Analysis
•  Cluster Analysis
•  Conjoint Analysis
•  Discreet Choice
Modeling (DCM)
•  Data Mining
•  Factor Analysis
•  Hierarchical Bayes
•  Latent Class Analysis
•  MaxDiff Scaling (MDS)
•  Perceptual Maps
•  Structural Equation
Modeling (SEM)

Pros Cons
Qualitative
Research
•  Allows one to explore topics in more depth
and detail than quantitative research
•  Is often less expensive than quantitative
research, because you don't need to recruit
as many participants
•  Offers flexibility in location and timing
because you don't need to interview a large
number of people at once
•  It cannot quantify, making it extremely
difficult to create any type of solid
statistic
•  You cannot generalize your findings
•  Does not allow you to use your findings
as a basis for a broader audience or the
public in general
Quantitative
Research
•  Data can be collected and analyzed quickly
•  Using statistically valid random samples, a
survey can quickly be generalized to the
entire population
•  A trusted set of statistics can give
confidence when making future plans
•  Can also be anonymous, which is useful
when dealing with sensitive topics
•  It allows you to generalize your findings
beyond the participant group
•  Limited ability to probe answers
•  People who are willing to respond may
share characteristics that don't apply to
the audience as a whole, creating a
potential bias in the study
•  Research experiments can be costly
3) Conduct Market Research—Qualitative vs. Quantitative
! Both qualitative and quantitative research can be useful in assessing and validating potential
business growth opportunities

3) Conduct Market Research—Primary vs. Secondary
! Similarly, both primary and secondary research can be useful in assessing and validating
potential business growth opportunities
Pros Cons
Primary
Research
•  Can aim questions directly at
your research objective
•  Latest information from the
marketplace
•  Can assess the psychology of
the customer
•  Expensive
•  Risk of questionnaire and
interviewer bias
•  Research findings may
only be usable if
comparable back-data
exists
Secondary
Research
•  Often obtained without cost
•  Good overview of a market
•  Usually based on actual sale
figures, or research on large
samples
•  Data may not be updated
regularly
•  Not tailored to your own
needs
•  Expensive to buy reports
on many different
marketplaces

3) Conduct Market Research—Illustrated
! Below is an example of how Discrete Choice Modeling (DCM) was used to build a fact based
for selecting from potential growth opportunities

3) Conduct Market Research—Illustrated
! The research results then fed into an Excel-based simulator that helped predict the market
potential for various growth opportunities

4) Create Business Case—Outline
Strategic
Context
Analysis &
Recommendation
Viable
Options
Justification &
Recommendation
Management &
Capacity
Strategic
Environment
•  Org. Overview
•  Business Need
•  Change Drivers
•  Bus. Outcomes
Strategic Fit
Business Need
•  Problem/
Opportunity
•  Prioritized
Requirements
•  Assumptions
•  Constraints
•  Dependencies
Scope
•  Boundaries
•  Stakeholder
Analysis
Evaluation Criteria
Possible Options
Status Quo
Option Descriptions
Screening of Options
Rationale for Options
Alignment
•  Strategic Alignment
•  Bus. Need Alignment
Costs
Cost-Benefit Analysis
Implementation
Considerations
•  Procurement
•  Schedule/Approach
•  Impact
•  Capacity
Risk
•  Option Summary
•  Risk Register
Benchmark
Policy & Standards
Pros/Cons/
Comparison Summary
Preferred Option
•  Recommendation
•  Deciding Factors
•  Costs
•  Risks
•  Implementation Plan
Justification &
Recommendation
Summary
Governance &
Oversight
Project Mgmt.
Strategy
•  Project Review
Strategy
Outcome Mgmt.
Strategy
Risk Mgmt.
Strategy
Change Mgmt.
Strategy
Performance Mgmt.
Strategy
Source: Her Majesty the Queen in Right of Canada

4) Create Business Case—Multiple Methodologies
! There are several different financial approaches that can be employed in developing a
business case, including:
Cash Flow
•  Free cash flow is the cash a business generates to re-invest in the business, pursue
new opportunities, pay employees and pay investors
Discounted Cash Flow (DCF)
•  DCF is what someone is willing to pay today in order to receive an anticipated cash flow
in future years. To value an investment, we “discount” future cash flows at an interest
rate that reflects the perceived riskiness of the cash flows
•  The discount rate reflects both the time value of money and the risk premium investors
demand to compensate for the risk that expected cash flows may not materialize
Cost of Capital
•  There are multiple ways to evaluate the returns from investment, including IRR, NPV,
Payback Period, EVA, Real Option Value, etc.
•  To prioritize, companies often use a hurdle rate that is higher than the cost of capital

5) Articulate Value Proposition
! When it comes to defining a business growth strategy, value proposition is perhaps one of the
most misunderstood and commonly misused terms
What it is NOT
•  A new name
•  A unique selling point
•  Another word for “product”
or “service” or “offering”
•  A corporate positioning
statement
•  An elevator pitch
•  A communication message
•  A list of benefits
What it IS

5) Articulate Value Proposition—Template
! Consistent with the definition on the previous page, below is a framework that can be used to
develop a value proposition for a new business growth opportunity
1 Market
2 Value Experience
3 Offerings
6 Proof
5 Differentiation
4 Benefits
The specific group of
customers you are targeting
Benefits minus costs, as
perceived by the customer
The product/service mix
you are selling
How your offering delivers
clear customer value
How you are different from
and better than alternatives
Substantiated credibility and
believability of your offering
Value
Proposition
Source: Greener Consulting

5) Articulate Value Proposition—Alternate Model
! Another popular framework/model for value proposition is one put forward by Kevin Lane
Keller of the Tuck School of Business at Dartmouth University
Points
of
Preference
Points of
Difference
Points of Entry
EE. Provides best
overall value
C. Continuously
innovates
N. Leading co. that
provides environ-
friendly chemicals
U. Provides self-
service tools & support
W. Provides training
for your employees
F. Products tailored
to industry
M. Offers products
that use less water,
energy, labor
0.32
0.300.29
0.350.36
0.31
0.35
0.37
0.34
0.31
S. Makes buying
process easier thru
simplified prod. range

5) Articulate Value Proposition—Disguised Example
Understanding &
Industry Expertise
BB. Gets to know your
business
DD. Provides deep application
expertise thru its dist partners
Leveraging our in-depth understanding of your
business and our industry-leading expertise, we
collaborate with you to innovate and develop the
right solutions that deliver superior performance
Collaboration
V. Sales team
recommends best for
you
W. Provides training for
your employees
Superior Performance
H. Better cleaning results thru
integrated chem, serv, equip
EE. Provides best overall value
D. Enhances results thru tools &
accessories
Innovate Right Solutions
C. Continuously innovates
I. Offers products to differentiate your
business
F. Products tailored to industry
U. Provides self-service tools & support
Points of Difference
Points of Entry
Channel Partnerships
CC. Has strong distribution
partners
AA. Distributors recommend
Green Offerings
N. Leading co. that provides
environ-friendly chemicals
M. Offers products that use
less water, energy, labor
Simplicity
T. Makes it easier to purchase
chems, serv, equip from one source
S. Makes buying process easier thru
simplified product range
E. Provides dosing and dispensing
Compliance /
Risk Mitigation
Q. Reduces liability risks
O. Provides expertise for
compliance
Point of
Preference

Practical Exercise #3—Building a Value Proposition
For an existing business/product/service within your organization, how would you articulate
the following components of a value proposition?
! What is the Market the business/product/service currently serves
! How would you characterize the Value Experience the business/product/service provides
to the Market?
! How would you describe the specific/tangible Offering(s) for the business/product/service?
! What specific End Benefits do your customers derive as a result of the business/product/
service?
! In what ways is your business/product/service Differentiated vis-à-vis the competitive set?
How sustainable is this source of competitive differentiation?
! What are some tangible “Proof Points” that lend credibility to the Benefit provided and/or
the source of Differentiation?

Content

Organizational Readiness & Implementation
#7—Organizational Readiness & Implementation
“Success is readiness for
instant action when the
opportune moment arrives.”
—Newell D. Hillis

Organizational Readiness—Frame of Reference
! Organizational readiness is a critical link in the business growth strategy chain. Without it,
even the greatest strategic plan will fail
Current
State
Assessment
Articulating a
Business
Growth Vision
Driving
Organic
Growth
Pursuing
Inorganic
Growth
Developing a
Business
Growth Strategy
Organizational
Readiness &
Implementation
Measurement
&
Tracking

Make
Changes to
Structure
Building Blocks of an Implementation Program
! There are four building blocks executives can use to ensure strategy and execution are
inextricably linked
1 2 3 4
Clarify
Decision
Rights
Design
Information
Flows
Continually
Monitor the
Plan

Management
Selection &
Development
Corporate
Culture
Leadership Style
Organizational
Structure
Information
Systems
Incentive
Systems
Organization
Processes
Strategic
Planning
Systems
Control Systems
1) Make Changes to Structure
! As always, organizational and functional structure must be aligned and consistent with the
business growth strategy—or any business strategy for that matter
Source: Harvard Business Review, The Secrets to Successful Strategy Execution

2) Clarify Decision Rights
! Research shows that actions having to do with decision rights and information are twice as
effective as improvements made to the other two building blocks, emphasizing the critical
importance of organizational structure
Source: Strategy Formulation & Implementation, Richard Daft

3) Design Information Flows
! Above all else, the business must communicate strategy clearly and regularly to employees.
When the CEO and top management demonstrate the link between business strategy and
specific business decisions, front-line staff are encouraged to think strategically too

4) Monitor the Plan
•  Challenge underlying assumptions
•  Create a champion for every strategy and action
•  Stay committed
•  Conduct short-term strategy reviews
•  Expand skills
•  Target sales
•  Set strategic plan milestones
! Review progress on a monthly or quarterly basis, depending on the level of activity and time
frame of the strategic plan
Guiding Principles:

Performance Gaps
•  Where are we now?
•  Where do we want to be?
•  How will we get there?
•  When will we get there?
! There are four important and frequent questions a business should ask itself as it prepares to
implement a strategy
Source: www.learnmarketing.net

Performance Gap Closure—OGSM
! The OGSM process forces a company to clearly define its objectives, identify key strategies
and initiatives, and assign accountabilities and deadlines
Objectives Goals Strategies Measures
Description
Long term, broad
statements
outlining a desired
state
Usually to be
accomplished over
the next 2-3 years
Quantitative
targets of the
objectives with
respective
timeframes
Usually include
overall factors :
! Share
! Revenue
! Profit
Structured
approaches to pursue
the objectives
Strategies force
choice among
competing key
priorities and focus
areas to build the
competitive advantage
necessary to achieve
desired goals.
Numerical evaluations
indicating progress towards
milestones, goals, and
objectives
Questions
Addressed
What do we want
to achieve as a
company and/or
business unit /
region?
What specific
targets should be
delivered?
Answers typically
include targets:
! Share
! Revenue
! Profit
How will we achieve
our goals and
objectives?
What will be done?
How will resources –
people, capital, and
dollars – be invested?
How is the business
performing?
How will we know if our
strategies are effective in
pursuing our goals and
objectives?
Nature of
Component
QUALITATIVE QUANTITATIVE QUALITATIVE QUANTITATIVE

OGSM—Disguised Example (Partial)
Strategy Initiatives Metric
Function(s)
Impacted
SPA Timeline Status
S1: Enable
distributor and
other channel
partners to
succeed
I1: Offer end-user training
tools for distributors to
utilize in on-site customer
visits
M1: Develop questionnaire to regularly
measure effectiveness of training by QX
200X
M1: Conduct XX number of forums with
distributor sales reps to develop or refine
training tools
! Marketing
! Sales
! SSE
I2: Provide marketing
materials to enhance
distributor rep selling
capabilities
M1: Conduct XX number of training sessions
with distributor reps by QX 200X
! Marketing
! Sales
! SSE
S2: Offer
alternative points
of access to
meet varied
channel needs
I1: Develop online forum to
provide application tips,
Q&A support, and other
easy to navigate
informational materials
M1: Develop/enhance IT infrastructure to
support online interactions, e.g.. information
sharing, customer support, ordering, etc. by
QX 200X
M2: Drive website traffic and measure unique
site visits with goal to increase by XX%
annually
! IT
OBJECTIVE: O7
Channel partnerships - Leverage strong distributor relationships to ensure timely and adequate delivery of products and
solutions
GOAL: ! Increase distributor satisfaction ratings by XX%
! Achieve annual improvement of X points up to a 4 out of 5 score
on customer survey for “Likelihood to recommend JD products”
! The example below demonstrates the breadth and level of specificity that can and should go
into an OGSM effort

Potential Options to Improve Strategy-Execution Capabilities
Establish individual performance measures
Improve field-to-headquarters information flow
Define and distribute operating metrics to the field
Clarify and streamline decision making at each operating level
Focus corporate staff on supporting business unit decision making
Create cross-functional teams
Broaden spans of control
Institute lateral moves and rotations
Assign process owners to manage activities spanning functions
Introduce differentiating performance awards
Focus headquarters on important strategic questions
Source: Harvard Business Review, The Secrets to Successful Strategy Execution

•  Inability to “just say no”
•  Lack of communication
•  Losing sight of the big picture
•  "Bolt-on" syndrome
•  Continuing “business as usual”
•  Wimping out
•  Using the wrong scoreboard
•  No yardstick
•  The be-all and end-all
•  Confusing terminology and language
! Strategic planning entails risks. The goal is not to allow current operating problems to dictate
or deter long-range strategic planning. Common implementation mistakes include:
Avoid Common Strategic Plan Implementation Mistakes
Source: www.mondaq.com

How Do You Know When You’ve Nailed It?
•  Everyone has a solid understanding of the decisions and actions for which he or
she is responsible
•  Important information about the competitive environment gets to headquarters
quickly
•  Once made, decisions are rarely second-guessed
•  Information flows freely across organizational boundaries
•  Field and line employees have the information they need to understand the bottom-
line impact of their day-to-day choices
Key Tenets of Successful Implementation:

Royal Mail—Communication Is Vital In Delivering Change
UK’s Royal Mail has a clear strategic vision and a small number of
focused strategic priorities, seeing parcel delivery as the main revenue/
profit growth driver whereas letter volumes are expected to decline
•  Royal Mail's change management has been costly and complex, as
would be expected for a business with tens of thousands of
employees, deeply-entrenched working methods, culture and the
need to invest heavily in automation
•  A key challenge is to persuade employees to view Royal Mail as a
parcels rather than letters business…a very different operating model
•  “Our people are key to our transformation and, in particular, the
successful delivery of our strategic priorities…..We are redoubling our
efforts to communicate with our people about the challenges we face
and our strategy to address them. We have provided managers with
tools and support to help with action planning, allowing members of
teams to feel more engaged in the business’ future. Alongside our
broader engagement program, we are undertaking a series of ‘town
hall’ events, where members of our senior management team will
address as many as 1,000 colleagues at a time.”

Time Warner & AOL—What Were They Thinking?
In 2001, America Online merged with Time Warner in a deal valued at
$350 billion. It was then, and is now, the largest merger in American
business history
•  In 2009, Time Warner decided to spin off AOL as its own company
again, ending their ill-fated relationship now referred to as the “worst
transaction in history”
•  Culture clash was widely blamed for the failure
•  “I remember saying…that life was going to be different going forward
because they’re very different cultures, but…I underestimated how
different… It was beyond certainly my abilities to figure out how to
blend the old media and the new media culture” -Richard Parsons,
president of Time Warner
•  While they had a clear strategic vision, Time Warner and AOL failed
to get buy-in from executives within the organization and divisions
continued to work as disparate entities rather than a unified
organization
•  In a LinkedIn poll, 80% believed the merger failed due to the
companies’ inability to generate the synergies expected
Source: www.nytimes.com

Practical Exercise #4—Organizational Readiness Considerations
With your organization/business unit in mind—and obviously not knowing yet what your
ultimate business growth strategy will be—how would you answer the following questions?
! How would you assess your organization’s leadership team in terms of its capacity for
change management? (Consider factors such as its ability to articulate a vision, consistently
communicate a vision, stay with a vision even when times are challenging, reinforce its
commitment to a vision through establishing the right incentives, etc.)
! In what ways is your current organizational structure conducive to growth and in what ways
could it potentially get in the way of growth? (Consider factors such as the size of your
organization, whether reporting structures are flat or hierarchical, important business
functions you may not currently have in-house, etc.)
! In what ways could your organization’s culture impact business growth? (Consider factors
such as tenure/longevity of leaders and key managers, level of camaraderie/cohesiveness
among employees, overall receptivity and openness to change, etc.)
! How effective is your organization in establishing and adhering to processes? To what extent
will it be able to effectively manage the base business while it readies itself for growth?

Content

Business Metrics
#8—Metrics & Tracking
“However beautiful the strategy,
you should occasionally look at
the results.”
—Winston Churchill

Business Metrics
“What gets measured,
gets managed.”
—Peter Drucker
Management Consultant, Educator, Author

Business Metrics—Defined
! It's important to remember that metrics are a means to an end, not an end unto themselves.
Measuring a metric is not always enough—you need to use that metric to guide business
decisions and to ensure your business is on the right track
Purpose/Use:
! Every department in your business should be monitoring key metrics—whether that’s
your sales force and marketing team or your financial aid and inventory operations.
Smart organizations strengthen business metrics by combining raw values with
additional insight as comparative values, anecdotal information, and objectives
Examples:
! Return on Investment (ROI)
! Employee and Customer Churn Rates
! Revenues
! EBITDA
Definition:
Business Metric—Any type of measurement used to gauge some quantifiable
component of a company's performance. A business metric is a raw measurement of
a business process

Business Metrics—Objectives
! Business metrics should be both diagnostic and prescriptive. It is not enough to provide data
and information…metrics need to inform a course of action
x Business
Building Activities
u Business
Performance
Metrics
v Actual Business
Performance
w Course
Corrections

Business Metrics—Types
How do
customers
respond to your
business/
organization?
Brand
Awareness
7
Are customers
aware of your
brand (company),
and is it relevant
to them?
How is your
brand (company)
perceived in the
marketplace?
What impact is
your business
having in the
marketplace?
Brand
Funnel
Brand
Image
Relationship/
Loyalty
Business
Impact
13
12
11
10
14
15
16
17
Brand
Consideration
8
Behavior Metrics Perception Metrics Performance Metrics
Brand
Trial
9
Culture
Reinforcing
Market
Manifestation
What are you
doing to
reinforce desired
behaviors and
ideal culture?
What tangible
activities are
being
demonstrated in
the market?
What you do How you’re viewed What you achieve
Town Hall
Meetings
1
Awards &
Incentives
2
Rotational
Assignments
3
Articles &
White Papers
4
Sponsorships
& Donations
5
Proprietary
Products/IP
6 18
Brand
Attributes
Brand
Personality
Organizational
Associations
Unit Sales/
Revenue
Margin/
Profitability
Market
Share
Customer
Acquisition
Customer
Retention
Customer
Satisfaction
TypesKeyQuestionExamplesCategories

Business Metrics—KPI Dashboard
! It is often useful to weight metrics based on their importance to the business, as well as rate
the company’s performance against them
Importance
Performance

Business Metrics—Illustrative Dashboard
! Below is a business metrics dashboard for a major U.S.-based international airline
Strategy Dashboard

Business Metrics—Guiding Principles
! The following represents a list of guidelines to keep in mind when developing a business
metrics system and dashboard
•  Measure before you manage
•  Choose the right metrics
•  Avoid common metrics pitfalls
•  Invest in tools that deliver real-time feedback
•  Share metrics with employees
•  Remember that accountability starts at the top
•  Continually question, reevaluate, and refine
Business Metrics Guiding Principles:

Practical Exercise #5—Identifying Business Growth Metrics
As you consider future growth opportunities for your business, what types of metrics do you
think it would be beneficial to track to ensure you achieve performance goals?
! Behavior Metrics
•  Culture Reinforcing—What desired behaviors would you envision tracking to achieve
the “ideal culture?”
•  Market Manifestation—What tangible activities could you track that would
demonstrate your commitment to the external market?
! Perception Metrics
•  Brand Funnel—What “funnel” metrics would be important for your organization to track
(e.g., awareness, purchase intent, repurchase, loyalty)?
•  Brand Image—What image-related attributes would be important for your organization
to track (e.g., quality, convenience, efficiency, price/value, premium, dependability)?
! Performance Metrics
•  Relationship/Loyalty—What customer relationship/loyalty metrics would be important
for your organization to track?
•  Business Impact—What business impact metrics would be important for your
organization to track (e.g., revenue, profit, margin, market share)?

Proprietary and Confidential UNI Strategic
Contact Information
Mitch Duckler
Managing Partner
FullSurge
+1 (312) 239-8985
mduckler@fullsurge.com

Strategic business growth—day 2 2013.09

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