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Proprietary & Confidential. © 2014 R/GA All rights reserved.
From Great Ideas to ROI
How to Build a Business Case
2Proprietary & Confidential. © 2014 R/GA All rights reserved. /
Meet your guides for today…
/
Proprietary & Confidential. © 2014 R/GA All rights reserved. 3/
01What is a Business Case?
4Proprietary & Confidential. © 2014 R/GA All rights reserved. /
What is a business case?
When do I need one?
Where do I start?
5Proprietary & Confidential. © 2014 R/GA All rights reserved. /
What is a Business Case?
A decision-making tool used to determine
the effects a decision will have
on sales or profitability.
It typically shows ROI.
6Proprietary & Confidential. © 2014 R/GA All rights reserved. /
Why a Business Case?
To ensure you have thoroughly thought through ideas
To add credibility to any idea
To validate an idea (Is it a good idea for the business?)
To help decide between good ideas (which will be better from a business perspective)
To build consensus with people outside of your main department or function (procurement,
finance, clients, etc.)
To impress your colleagues by looking a little smarter
7Proprietary & Confidential. © 2014 R/GA All rights reserved. /
Where Do I Start?
Key Components of a Business Case
• Sales
• Costs
• ROI=(Sales-Costs)/Costs
EXAMPLE:
8Proprietary & Confidential. © 2014 R/GA All rights reserved. /
The Process:
Our Roadmap for Today
Map framework
to business
model &
ecosystem
Base on core
behaviors
Identify
component-level
revenue & cost
drivers
Model various
contribution
assumptions by
component
Run multiple
scenarios –
including
aggressive &
conservative
cases
Evaluate break-
even, ROI over
3-5 year horizon
Pick best or
most likely case
Summarize
incremental
revenue, spend
& ROI
Summarize
nonfinancial
benefits
Recommend
phasing, funding &
assumption
validation
Highlight
requirements for
success—including
client staffing &
infrastructure
Collect
assumption data
from clients,
primary and
secondary
research
sources
Establish
Framework
Build Model
Create
Scenarios
Synthesize
Results
Make
Recommendation
Collect Data
CREATE ITERATE FINALIZE
/
Proprietary & Confidential. © 2014 R/GA All rights reserved. 9/
02Our Approach
Proprietary & Confidential. © 2014 R/GA All rights reserved. 10/
Creating the model
11Proprietary & Confidential. © 2014 R/GA All rights reserved. /
Establishing the framework
Collecting inputs
Building the model
Proprietary & Confidential. © 2014 R/GA All rights reserved. 12/
Iterating the model
13Proprietary & Confidential. © 2014 R/GA All rights reserved. /
Creating scenarios
Determining most likely outcome
Proprietary & Confidential. © 2014 R/GA All rights reserved. 14/
Finalizing the model
15Proprietary & Confidential. © 2014 R/GA All rights reserved. /
Synthesizing results
Making a recommendation
Proprietary & Confidential. © 2014 R/GA All rights reserved. 16/
Presenting your case
SXSW Business Case Workshop 2015

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SXSW Business Case Workshop 2015

  • 1. Proprietary & Confidential. © 2014 R/GA All rights reserved. From Great Ideas to ROI How to Build a Business Case
  • 2. 2Proprietary & Confidential. © 2014 R/GA All rights reserved. / Meet your guides for today…
  • 3. / Proprietary & Confidential. © 2014 R/GA All rights reserved. 3/ 01What is a Business Case?
  • 4. 4Proprietary & Confidential. © 2014 R/GA All rights reserved. / What is a business case? When do I need one? Where do I start?
  • 5. 5Proprietary & Confidential. © 2014 R/GA All rights reserved. / What is a Business Case? A decision-making tool used to determine the effects a decision will have on sales or profitability. It typically shows ROI.
  • 6. 6Proprietary & Confidential. © 2014 R/GA All rights reserved. / Why a Business Case? To ensure you have thoroughly thought through ideas To add credibility to any idea To validate an idea (Is it a good idea for the business?) To help decide between good ideas (which will be better from a business perspective) To build consensus with people outside of your main department or function (procurement, finance, clients, etc.) To impress your colleagues by looking a little smarter
  • 7. 7Proprietary & Confidential. © 2014 R/GA All rights reserved. / Where Do I Start? Key Components of a Business Case • Sales • Costs • ROI=(Sales-Costs)/Costs EXAMPLE:
  • 8. 8Proprietary & Confidential. © 2014 R/GA All rights reserved. / The Process: Our Roadmap for Today Map framework to business model & ecosystem Base on core behaviors Identify component-level revenue & cost drivers Model various contribution assumptions by component Run multiple scenarios – including aggressive & conservative cases Evaluate break- even, ROI over 3-5 year horizon Pick best or most likely case Summarize incremental revenue, spend & ROI Summarize nonfinancial benefits Recommend phasing, funding & assumption validation Highlight requirements for success—including client staffing & infrastructure Collect assumption data from clients, primary and secondary research sources Establish Framework Build Model Create Scenarios Synthesize Results Make Recommendation Collect Data CREATE ITERATE FINALIZE
  • 9. / Proprietary & Confidential. © 2014 R/GA All rights reserved. 9/ 02Our Approach
  • 10. Proprietary & Confidential. © 2014 R/GA All rights reserved. 10/ Creating the model
  • 11. 11Proprietary & Confidential. © 2014 R/GA All rights reserved. / Establishing the framework Collecting inputs Building the model
  • 12. Proprietary & Confidential. © 2014 R/GA All rights reserved. 12/ Iterating the model
  • 13. 13Proprietary & Confidential. © 2014 R/GA All rights reserved. / Creating scenarios Determining most likely outcome
  • 14. Proprietary & Confidential. © 2014 R/GA All rights reserved. 14/ Finalizing the model
  • 15. 15Proprietary & Confidential. © 2014 R/GA All rights reserved. / Synthesizing results Making a recommendation
  • 16. Proprietary & Confidential. © 2014 R/GA All rights reserved. 16/ Presenting your case