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"We Connect People, Information and Money with the Best Ways to Maximize Business Value"

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  • Voorbeeld dokter:Reductionisme: Je bent grieperig, je zoekt een dokter op, symptomen opzoeken, diagnose stellen, behandelen(zoals iedereen in die categorie), antibiotica voor keel en aspirine voor je hoofd. Je wordt beter. Medicijn is de oorzaak. Gevolg door antibiotica is je weerstand verslechtert..en krijg de aspirine verergert de maagzweer.Holistisch: niemand is volkomen gezond of volkomen ziek. Constant wisselende toestanden. Je begrijpt dat de oorzaak ligt in samenloop van omstandigheden weerstand naar 0. Via therapie en meditatie verander je je levensstijl, je gebruikt een homeopatisch middel om je weerstand op niveau te houden en je neet een massage tegen je hoofdpijn.. Conclusie, de hoofdpijn was niet slecht nadenken leven weer in evenwicht verbetering van je hele leven.Autorijden..Het bedrijf is een verzameling van categorieen. Inkoop, verkoop, logistiek, IT, marketing. Elk met doelstellingen. Symptomen en behandelingen. Daarnaast zie je het bedrijf ook als geisoleerd onderdeel in de samenleving.. [Wat]Symptomen: marktaandeel, brand awareness, ROI, retentie(Balanced Score Card)Kuur: marketing campagne, kosten snijdenBedrijf als gebalanceerd orgaan. Waar je open staat voor dynamiek, chaos, self correctie..maar ook creativiteit, intuitie, synergy en bovenal betekenis geven aan het totale orgaan in een grotere context..[Waarom]
  • New Alliance

    1. 1. The Alliance:<br />“ We Connect People, Information, and Money with the Best ways to Maximize Business Value”<br />
    2. 2. 2<br />Serving the Middle Market <br />Sales<br />(U.S. $ millions)<br /> 5 150 500 1,000<br />SmallLowerMiddleUpper Large<br />Businesses M I d d l e M a r k e t Companies<br />2-3x 4-6x 7-8x8-10x >10x<br />
    3. 3. 3<br /> Private Capital Markets<br />Capitalization-<br />Growth<br />Transfer<br />Private<br />Capital<br />Markets<br />Valuation<br />
    4. 4. 4<br />The Alliance<br />Growth<br />(MidMarket Alliance)<br />Transfer<br />(AM&AA)<br />Maximum<br />Value <br />Process<br />(MVP)<br />Information-Education-Valuation<br />(MidMarket Place.com)<br />
    5. 5. Member Benefits<br />“Based on over 25 years of transaction experience, with thousands of client companies, unfortunately…<br />For 90% of all companies, the “value gap” is just too big for any sale today!” <br />
    6. 6. 6<br />What is the “Value Gap” today?<br /> Business Value<br /> Personal Needs<br />Measure and Create Solutions to Bridge the “Value Gap”<br />
    7. 7. 7<br />Bridging the “Value Gap”<br />Owner Expectations/<br />Requirements<br />$__________<br />Increase Company Value<br />Business<br />Transfer Value<br />$_________<br />How?<br />
    8. 8. 8<br />3 Key Questions :<br />What do you really want most?….<br />How much will it all cost?….<br />What is the best way to get from what you have to what you want?<br />
    9. 9. The Marketplace tells us:<br />‘Before Value can be sold or distributed….<br />Value must be Created!’<br />
    10. 10. 10<br />Future global “weather forecast”…<br />Rate of change will accelerate - life will be more complex, busier . . . <br />Adaptability, agility & momentum will be the key to success!<br />Innovation, opportunities & entrepreneurship will thrive<br />Disruption will be the order of the day<br />Fun, fortunes & failure will be in abundance<br />
    11. 11. Business Changes<br />Where is your business now ? <br />Instability<br />Growth & Maturity<br />New Vision<br />Renaissance<br />Performance<br />Demise<br />Original<br />Vision<br />Time Span based on Market Conditions<br />
    12. 12. 12<br />Changing “Owner-Manager” Risk Profile over the Business Lifecycle<br />Entrepreneur<br />Expansion<br />Instability<br />Check Out<br />Risk<br />CEO<br />Shareholder<br />
    13. 13.
    14. 14. 14<br />What are the Big Motives of Business Owners ?<br />1.Increasing profitability of business89%<br />2.Increasing value of business76%<br />3.Providing access to capital for<br />the business64%<br />4.Reducing debtlevel of business63%<br />5.Expanding size of business51%<br />Family Business, Research Findings, Mass Mutual<br />
    15. 15. <ul><li>CPA’s
    16. 16. Attorneys
    17. 17. Insurance and</li></ul> Investment<br /> Advisors<br /><ul><li>Brokerages
    18. 18. Banks
    19. 19. Insurance and</li></ul> Investment<br /> Advisors<br />Wealth<br />Accumulation<br />Wealth<br />Succession<br />Buy Sell<br />ESOP’s<br />IPO’s<br />Mergers<br />&<br />Acquisitions<br />401k<br />IRA<br />Life Insurance<br />Annuities<br />Mutual Funds<br />Industry<br />Fragmented<br /><ul><li>Attorneys / CPA’s
    20. 20. Trust / Charitable Officers
    21. 21. Insurance / Investment</li></ul> Advisors<br />Wealth<br />Preservation<br />Estate Planning<br />Wills & Trusts <br />Charitable Planning<br />Foundations<br />The Current Environment<br />A Fragmented Marketplace<br />
    22. 22. A Fragmented Approach is Ineffective <br />Today most financial professionals focus almost exclusively on just 1 or 2 of the pieces,<br />valuation, legal, accounting, tax, M&A, etc. <br /> -- they fail to completely understand the owner’s fundamental personal needs and comprehensively evaluate the company’s overall business <br />performance and potential<br />
    23. 23. The Importance of a “BIG Picture” View<br />Because the needs of the private Business Owner and the Company are so inextricably interlined the best Financial Advisors focus on the whole and not just individual parts. <br />
    24. 24. 18<br />Who Best Manages the Team?<br />
    25. 25. It all begins with awareness, information, and education…a whole new perspective onthe BIG picture<br />
    26. 26. “The New <br />Corporate <br />Skillset!”<br />ReductionismHolism<br />Parts Whole<br />Structured Creative<br />Rational Intuitive<br />Prove it! Open mind<br />Hierarchy Synergy<br />Categories Individuals<br />Seperate Connected<br />Future/past Now<br />Precise Chaotic<br />Static Dynamic<br />Male Female<br />Nosy Selfcorrecting<br />Seperate notes Harmony<br />Mechanic Organic <br />LogicalSequentialRationalAnalyticalObjectiveLooks at parts <br />IntuitiveImaginationEmotionalSynthesizingSubjectiveHolistic<br />Paul Wilson<br />
    27. 27. 21<br /> “None of us is as smart as all of us.” Warren Bennis<br />
    28. 28.
    29. 29. October 31, 2006<br />23<br />Traditional Institutional Model Superseded<br />Financial Institution<br />Many: ManyPrediction Markets, Synthetic Economies<br />One: ManyAffinity Purchasing<br />Few: Few Long Tail<br />Old Model: Financial Institutions serving many individuals<br />New Model: P2P Many: One, One: Many, Many: Many, One: One<br />Many: OneAffinity InvestingAffinity Philanthropy<br />
    30. 30. 24<br />
    31. 31. 25<br />The MidMarket Alliance maximizes Value with a world-class professional community of independent experts sharing ideas, resources, and proven best practices: The MVP system<br />
    32. 32.
    33. 33. 27<br />Buyers<br />and Lenders<br />M&A Advisors<br />CPAs<br />MidMarket Alliance Connects<br /><ul><li>Organize</li></ul>Lawyers<br /><ul><li>Compress time frames</li></ul>Web Based<br />Information<br />Business Value Growth Advisors<br /><ul><li>Improve Accuracy</li></ul>Clients<br /><ul><li>Reduce Risk</li></li></ul><li>Maximum Value Process (MVP)<br />“If you can’t measure it<br />you can’t manage it<br />and…<br />If you can’t manage it you<br />can’t maximize it!<br />
    34. 34. Process - View<br />Drives<br />
    35. 35.
    36. 36. 31<br />We Know the Maximum Value Process (MVP)<br />Awareness &<br />Education <br /> Personal &<br /> Estate Planning<br />Personal Needs <br />Analysis<br />Project Coordination<br />MVP<br />Maximizing Value Process <br />Transaction <br />Advisory<br /> Business<br />Evaluation<br />Value-<br />Growth<br />“Value GAP”<br />Analysis<br />Management <br />Action Plan<br />(MAP)<br />
    37. 37. The planning process must be driven by the <br />total personal needs of the business owner<br />What was the main reason you went into business for yourself?<br />What sort of relationship do you <br />want to have with the business<br /> going forward? <br />For how much longer do you<br />want to<br />remain involved with the business?<br />Where are you at now considering the <br />lifecycle for your Business?<br />
    38. 38. 33<br />
    39. 39. Sample:Aspirations (Ideal) and Traditional Goals (Acceptable)<br />Traditional advisory services focus on maximizing the size of your investment portfolio by minimizing your spending, maximizing your savings and positioning you in a portfolio with the highest risk you can tolerate. Achieving goals otherwise ignored and minimizing investment risk is what the Wealthcare process is all about. For most people, some goals are more important than others. <br />Your primary financial goals as determined in our goal assessment are outlined above.<br />
    40. 40. Knowing the $ Value Gap<br />you can Model Alternatives <br />What are all the possible ways to <br />get from where you are <br />to where you want to be?<br />
    41. 41.
    42. 42. 37<br />“Choose the right transaction at the right time”<br />Manage the many Business and<br />Personal Transition Issues<br />Manage Transaction <br />Process<br />Design and <br />Structure<br />“The Right Deal” <br />Close the <br />Transaction <br />with Optimum Results <br />Next Step: Personal Wealth Management<br />
    43. 43. Value Maximization <br />
    44. 44.
    45. 45. Integrated Performance Management: Why a Unified Approach Drives Greater Value<br />
    46. 46. Introduction<br />Integrated Performance Management is a leading approach to helping companies develop a coherent, integrated approach to financial analytics to drive shareholder value. The framework consists of the following elements:<br /><ul><li>Processes used to manage performance
    47. 47. Budgeting and forecasting
    48. 48. Financial close and consolidation
    49. 49. Financial reporting
    50. 50. Management and operational reporting
    51. 51. Methodologies
    52. 52. Executive level scorecarding
    53. 53. Profitability and cost management
    54. 54. Other approaches to tracking and improving business performance
    55. 55. Metrics to monitor and analyze performance against goals
    56. 56. Tools to capture and sustain performance</li></li></ul><li>IPM Capability Maturity Model<br />The Integrated Performance Management Capability Maturity Model is a key tool used to assess a company’s current state processes, measures, organization, roles and tools<br />Integrated Performance Management Maturity Model<br />Leading<br />5<br />Non-existent<br />1<br />Developing<br />2<br />Defined<br />3<br />Advanced<br />4<br />Leading Deloitte Client’s Representative Maturity Level<br />Capability<br />Description<br />Financial Measures<br />1<br />Operating<br />Measures<br />Developing<br />2<br />Non Standard<br />Based on initial feedback suggested first areas of focus<br />
    57. 57. IPM With Enterprise Value Map (EVM)<br />EVM links shareholder value with key operating drivers:<br /><ul><li>Identifies value drivers and improvement levers
    58. 58. Focuses on quantitative impact of strategies/initiatives that relate to business value
    59. 59. Links value drivers with product, customer, operational and initiative portfolios</li></li></ul><li>IPM With Enterprise Value Map (EVM)<br />Key to an effective IPM framework is managing Financial & Operational Information across the Value Map<br />Shareholder Value<br />Operating Margin<br />Asset Efficiency<br />Revenue Growth<br />Expectations<br />Volume<br />Price Realization <br />SG&A<br />PP&E Efficiency<br />Working Capital<br />Governance Effective-ness<br />External Factors /<br />Investor Trust<br />COGS<br />Mgmt. Effective-ness<br /><ul><li>Acquire new customers
    60. 60. Retain and grow existing customers
    61. 61. Leverage income generating assets
    62. 62. Optimize Pricing Analytics
    63. 63. Improve Demand/ Supply Mgmt
    64. 64. Improve Product & Service Info
    65. 65. Ensure Regulatory Compliance
    66. 66. Improve Internal Controls Mgmt
    67. 67. Improve Managerial Effectiveness
    68. 68. Improve Financial Information Delivery
    69. 69. Streamline Infrastructure Processes
    70. 70. Improve breadth, depth & quality of Financial Info
    71. 71. Improve shareholder & analyst commun-ications
    72. 72. Communicate company & mgmt. quality with timely financial information
    73. 73. Improve IT Mgmt
    74. 74. Improve Enterprise Data Mgmt
    75. 75. Improve Non-IT PP&E Tracking
    76. 76. Improve Payables
    77. 77. Decrease Receivables
    78. 78. Optimize Inventory
    79. 79. Rationalize product and service portfolios
    80. 80. Improve demand forecasting process
    81. 81. Improve capacity planning process
    82. 82. Improve Measurement of Financial Performance
    83. 83. Improve Analysis of Managerial Information
    84. 84. Improve Performance Mgmt
    85. 85. Planning/budgeting
    86. 86. Monitoring/analytics
    87. 87. Operational decision-making
    88. 88. Standardization of data
    89. 89. Customer information
    90. 90. Competitive information
    91. 91. Forward looking information
    92. 92. Standardization of data
    93. 93. Standardize analytic tools and applications
    94. 94. Consolidate data and financial information
    95. 95. Standardization of data
    96. 96. Decrease liability exposure for CXOs
    97. 97. Controls over quality of data
    98. 98. Monitoring and analytics
    99. 99. Communication between board, management, shareholders and public
    100. 100. Internal controls and compliance</li></li></ul><li>Benefits of IPM<br />IPM creates value by combining the power of technology, information, people and process through all stages of the management cycle, from planning and budgeting to measuring and evolving. Specific benefits include:<br />Analytics Alignment generally means consolidation and elimination of measure to be tracked<br />Provide clear linkage to enterprise-wide strategy and helps define specific actions<br />Provide decision makers with links to timely financial and non-financial information regarding business performance<br />Allow the organization to leverage performance information across divisions, geographies, business units, etc.<br />Help organizations evaluate and monitor internal initiatives from a strategic and tactical perspective<br />Embed early warning alerts into information systems to highlight potential exceptions and/or business issues<br />Provide tools for both finance and operations to allow them to collaborate and improve budgeting, forecasting and planning capabilities<br />Enhance control over information and improve information cycle times<br />
    101. 101. Strategy Map<br />Long-Term<br />Shareholder Value<br />Productivity Strategy<br />Growth Strategy<br />Expand Revenue<br />Opportunities<br />Improve Cost<br />Structure<br />Increase Asset<br />Utilization<br />Enhance<br />Customer Value<br />Financial<br />Perspective<br />Customer Value Proposition<br />Partnership<br />Service<br />Selection<br />Availability<br />Quality<br />Price<br />Functionality<br />Relationship Image<br />Product / Service Attributes<br />Customer<br />Perspective<br />Brand<br /> Operations Management<br />Process<br />Customer Management<br />Process<br />Regulatory and Social<br />Process<br /> Innovation<br />Process<br /><ul><li> Environment
    102. 102. Safety and Health
    103. 103. Employment
    104. 104. Community
    105. 105. Opportunity ID
    106. 106. R&D Portfolio
    107. 107. Design/Develop
    108. 108. Launch
    109. 109. Supply
    110. 110. Production
    111. 111. Distribution
    112. 112. Risk Management
    113. 113. Selection
    114. 114. Acquisition
    115. 115. Retention
    116. 116. Growth </li></ul>Internal<br />Perspective<br />Human Capital <br />Learning and<br />Growth<br />Perspective<br /> Information Capital <br /> Organization Capital<br />Culture<br />Leadership<br />Alignment<br />Teamwork<br />
    117. 117. Summary - Value Proposition<br />A repeatable process that uses tools, methods and people that help you understand and insure that your Organization, Processes and Technology are Aligned with your Business Strategy, by synchronizing the flow of products and information to the marketplace, resulting in a significant increase in shareholder value.<br />
    118. 118. 48<br />Maximum Value Player (MVP) [pley-er]noun<br /> a person or thing that plays. <br /> one actively involved especially in a competitive field or process.<br /> <br />
    119. 119. Page 49<br />What exactly are we Doing??<br />Subscribing<br />Rating<br />Organizing<br />Creating<br />Finding<br />Designing<br />Sharing<br />Promoting<br />Publishing<br />
    120. 120. 50<br />Shared Pictures =<br />Shared Knowledge =<br />“Web 2.0 generally refers to a second generation of services available on the WWW that lets people collaborate and share information online.” - Wikipedia.com<br />Shared Videos =<br />Shared News =<br />Shared Bookmarks =<br />
    121. 121. 51<br />Become the lead “MVP”:<br />Photo by Uma B. - Flickr<br />
    122. 122. Page 52<br />Web 2.0<br />Executable Web<br />Customer-Contributed<br /> Content<br />Rich Internet Apps<br />Sharing<br />Syndication<br />Multimedia<br />Photos, Videos, <br />Animation, Audio, Text<br />Flash, Flex , Ajax<br />Really Simple Syndication <br />(RSS) Feeds, Atom<br />Ruby on Rails, <br />Python<br />JavaScript<br />Podcasts<br />Blogs, Wikis<br />Mash Ups<br />Gadgets, Widgets<br />Linking<br />Tagging<br />Published APIs<br />XML<br />Social Networking<br />Meta Tags<br />icalendar<br />Google Earth<br />Web Services<br />Amazon S3<br />
    123. 123.
    124. 124. eProject Roles Visualization<br />Communication Management<br />Executives<br />Portfolio<br />Management<br />Project Managers<br />Project<br />Management<br />Internal Teams<br />Teams and <br />Resources <br />Dynamic Applications<br />Document Management<br />Vendors & Partners<br />
    125. 125. MidMarket Alliance Solution Center<br />Market<br />Research<br />Research<br />And<br />Development<br />Solution<br />Development<br />Customers and<br />Customer<br />Issues<br />Solution<br />Sales<br />Solution<br />Marketing<br />Solution<br />Partners<br />Service<br />And<br />Support<br />Integration<br />Partners<br />
    126. 126. Page 56<br />
    127. 127. MidMarket Place.com<br />Where owners and advisors of privately held businesses go for valuable free information to learn about the marketplace and to configure the ideal mix of products and professional services they need to maximize business value. The “go-to” place for middle market owners and advisors.<br />Where professional services providers collaborate to deliver a compelling value proposition to the middle market business owner. <br />A 21st Century lead generation machine<br />
    128. 128. MidMarket Place.comBranding Elements<br />A Collaborative “Wiki”<br />Marketing Materials<br />Advertising<br />Public Relations<br />Direct Mail<br />Events and Seminars <br />Telemarketing<br />One-to-One Marketing<br />Conferences<br />A Singular Focus on the Business Owner<br />Vision and Creativity<br />A Sense of Urgency<br />Committed Professionals<br />Passion for Excellence<br />Fee Sharing Agreement <br />Dispute Resolution <br />One Goal: New Business!<br />
    129. 129. What’s a Brand Community?<br />
    130. 130. Brand Community – Also Called:<br /><ul><li> Customer Community
    131. 131. Brand Influencer Team
    132. 132. Fan Club
    133. 133. Crowdsourced Network
    134. 134. Brand Wiki Members
    135. 135. Ambassador Program
    136. 136. Stakeholder/Developer Forum
    137. 137. Advisory Panel
    138. 138. Beta Testing Group</li></li></ul><li>What It is Not – Social Network<br />- A Platform (typically media-driven and online) that Brings People Together i.e. YouTube, Facebook, flickr, Wikipedia<br />Why It Doesn’t Qualify:<br /><ul><li> People-centricity without a brand orientation
    139. 139. A conduit, not usually the end brand game </li></ul>- A social and media platform, not a brand rallying point <br />
    140. 140. Brand Communities - The End Game:<br /><ul><li> Accelerated sales
    141. 141. More traffic
    142. 142. Save costs
    143. 143. Drive marketing efficiencies
    144. 144. Entrench brand loyalty
    145. 145. Improve operations
    146. 146. Support products
    147. 147. Upsell services</li></li></ul><li>Brand Communities Can Tap FourValuable & Untapped Market Forces<br />Peer Engagement/ Fanship<br />Peer<br /> Content<br />Peer<br />Collaboration<br />Peer <br />Advocacy<br />
    148. 148. Offline Outreach and Awareness <br />Offline<br />Events<br />Business /Trade Shows<br />Brand Experience<br />PR /Buzz<br />Paid media/promotion<br />Other Asssociations<br />Referrals<br />
    149. 149.
    150. 150.
    151. 151. The MidMarket Alliance <br />IP<br />Benefits for:<br />Communities<br />Portals<br /><ul><li>Members
    152. 152. Partners
    153. 153. Clients
    154. 154. Employees</li></ul>SME’s,<br />Content<br />Developers<br />Learning &<br />Performance Solutions<br />Content<br />IntellectualProperty(IP)<br />Seminars<br />Virtual Classroom<br />Standards, Tools, Templates<br />Re-purpose<br />National Conferences<br />Tools and Applications<br />Content on Demand<br />CDs<br />Courseware<br />The Alliance Operating System<br />Identification<br />Organization<br />Education<br />Implementation <br />Assessment<br />Performance <br />Learning<br />Repositories<br />Metadata<br />
    155. 155. MidMarket Place.com<br />Web-based Systems for Collaboration<br />Capital, Resources, and Tools<br />Expert Advisors<br />Education <br />Awareness<br />Information<br />Owners<br />
    156. 156. The Alliance:<br />“ We Connect People, Information, and Money with the Best ways to Maximize Business Value” <br />

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