Simmethod how good do you have to be, the gap to the best in-class

SIMMETHOD™ How good do you have to be to outsmart your current and future competitors? SIMMETHOD™ Strategy/Execution Index, Competitive Intelligence Success Metrics Database and Alerts predict the performance of your business and alert you of new threats and opportunities in relation to your current and future competitors WWW.SIMMETHOD.COM WWW.SIMMETHOD.COM7/7/2012 1

How good do you have to be to outsmart your current and future competitors?How large is the gap between thelow-performance businessesand the Best-In-Class in the2012 SIMMETHOD™ CompetitiveIntelligence Analytics Database?7/7/2012 WWW.SIMMETHOD.COM 2

How good do you have to be to outsmart your current and future competitors? SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence Database & Alerts Performance driven by Value chain The 7 Laws of external circumstances leading Best Practices, beyond management indicators Growth and control Does not comply with the 7 Laws of Value Creation Best Practices/ Growth & Value Social Media CEO pay not aligned as a value/ The 7 Outdated to performance profit driver Insights Business Model CEO pay Performance Intangible assets & aligned to driven by internal Social Media are not Lack of visibility performance decision-making leveraged as value maximizes risk creators SIMMETHOD™ Performance Predictive Indices score & link your strategy, management decisions and execution to the overall performance of your business in relation to your current and future BEST-IN- competitors reflecting your, strengths, LOW PERFORMANCE CLASS weaknesses, risks and opportunities7/7/2012 WWW.SIMMETHOD.COM 3

SIMMETHOD™Algorithm, Strategy/Execution Performance PredictiveIndices, Competitive Intelligence Database and Alerts• The businesses in the SIMMETHOD™ Best-In- Class group of 2012 (case study) share a high score in the Strategy/Execution Performance Predictive Index and a high degree of compliance with the SIMMETHOD™ 7 Laws of Best Practices, Growth and Value Creation.7/7/2012 WWW.SIMMETHOD.COM 4

SIMMETHOD™ 2012Algorithm, Strategy/Execution Performance PredictiveIndices, Competitive Intelligence Database and AlertsThe Strategy/Execution Performance Predictive Indices:• Rate management’s ability to strategize and execute against its peers,• Show the strengths and weaknesses of each company in relation to its peers, current and potential future competitors and• Are a predictive indication of future threats and opportunities from within and outside your industry.7/7/2012 WWW.SIMMETHOD.COM 5

SIMMETHOD™ 2012 Global Strategy/Execution Performance Predictive Index, Competitive Intelligence Database & Threats/Opportunities Alerts Best-In-Class Performance Apple, Cielo, Priceline, Checkpoint, Google, Terradata, Infosys, SAP, Microsoft, Aggreko, Oracle, Ebay, Tata, Vmware, Paychex, Moody’s Low Performance Apollo, Bunzl, Capita Group, Adecco, Liberty, Misys, Fiserv, Symantec, Fidelity, HP, Manpower, Sodexo, Randstad, Capgemini7/7/2012 WWW.SIMMETHOD.COM 6

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Average Market Value above Assets = $65B Average Market Value Below Assets = -$7.5B7/7/2012 WWW.SIMMETHOD.COM 7

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average market value = 9.5X7/7/2012 WWW.SIMMETHOD.COM 8

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average profit margins = 4X7/7/2012 WWW.SIMMETHOD.COM 9

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average profit/ employee = 15X7/7/2012 WWW.SIMMETHOD.COM 10

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average sales/ employee = 2X7/7/2012 WWW.SIMMETHOD.COM 11

Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average market value/ employee = 14.7X7/7/2012 WWW.SIMMETHOD.COM 12

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class• In the following slides, in order to normalize the data, the definition of Best-In-Class have been extended to include the Upper-Mid-Range Performance Businesses and the Low performance to include the Lower-Mid- Range Performance businesses.7/7/2012 WWW.SIMMETHOD.COM 13

SIMMETHOD™ 2012 Global Strategy/Execution Performance Predictive Index, Competitive Intelligence Database & Threats/Opportunities Alerts Best-In-Class Performance Apple, Cielo, Priceline, Checkpoint, Google, Terradata, Infosys, SAP, Microsoft, Aggreko, Oracle, Ebay, Tata, Vmware, Paychex, Moody’s Upper mid-range Performance Citrix, BMC, Intuit, Cognizant, Amadeus, Wipro, Yahoo, Dassault, Amazon, World Fuel Services, Autodesk, Salesforce, Groupon, LinkedIn, IBM7/7/2012 WWW.SIMMETHOD.COM 14

SIMMETHOD™ 2012 Global Strategy/Execution Performance Predictive Index, Competitive Intelligence Database & Threats/Opportunities Alerts Lower-Mid-Range Performance Accenture, Alliance, CSC, Adobe, Robert Half, SGS, CA, Brambles, Gartner, ADP, Experian, Dell, Forrester, CGI, Thomas Cook Low Performance Apollo, Bunzl, Capita Group, Adecco, Liberty, Misys, Fiserv, Symantec, Fidelity, HP, Manpower, Sodexo, Randstad, Capgemini7/7/2012 WWW.SIMMETHOD.COM 15

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Average Market Value Above Assets = $43B Average Market Value Below Assets = -$3B7/7/2012 WWW.SIMMETHOD.COM 16

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value = 5.5X7/7/2012 WWW.SIMMETHOD.COM 17

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average profit margins = 2.5X7/7/2012 WWW.SIMMETHOD.COM 18

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average profit/ employee = 6X7/7/2012 WWW.SIMMETHOD.COM 19

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average sales/ employee = 3.5X7/7/2012 WWW.SIMMETHOD.COM 20

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in average market value /employee = 6.5X7/7/2012 WWW.SIMMETHOD.COM 21

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class• Is There a Relationship Between CEO Pay and SIMMETHOD™ 2012 Best-In-Class Performance and Value Creation?7/7/2012 WWW.SIMMETHOD.COM 22

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value /CEO Pay = 5.5X7/7/2012 WWW.SIMMETHOD.COM 23

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Profit/CEO Pay = 3.5X7/7/2012 WWW.SIMMETHOD.COM 24

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Sales/CEO Pay = 1X7/7/2012 WWW.SIMMETHOD.COM 25

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class CEO Pay as a Market Value and Profit driver for the B-I-C6543 CEO Pay as a Market Value and Profit driver2 for the B-I-C10 Gap avg. market Gap avg. Gap avg. value/CEO pay profit/CEO pay sales/CEO pay7/7/2012 WWW.SIMMETHOD.COM 26

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class• Is there a relationship between Social media followers on Facebook, Twitter and LinkedIn and 2012 SIMMETHOD™ Best-In-Class performance and value creation?• Are Social Media followers likely to become predictors of future performance?• What is the value of a Social Media follower?7/7/2012 WWW.SIMMETHOD.COM 27

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Profit/Facebook follower = 8.5X7/7/2012 WWW.SIMMETHOD.COM 28

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Profit/Twitter Follower = 1X7/7/2012 WWW.SIMMETHOD.COM 29

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Profit/LinkedIn Follower = 1X7/7/2012 WWW.SIMMETHOD.COM 30

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value/ Facebook Follower = 8X7/7/2012 WWW.SIMMETHOD.COM 31

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value/ Twitter Follower = 2.3X7/7/2012 WWW.SIMMETHOD.COM 32

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value/ LinkedIn Follower = 1.2X7/7/2012 WWW.SIMMETHOD.COM 33

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Followers as drivers of profit for the B-I-C987654 Followers as drivers of3 profit for the B-I-C210 B-I-C Gap in avg. B-I-C Gap in avg. B-I-C Gap in avg. profit/Facebook profit/Twitter profit/LinkedIn follower follower follower7/7/2012 WWW.SIMMETHOD.COM 34

How good do you have to be? Gap between the low-performance businesses and the 2012 SIMMETHOD™ Best-In-Class Followers as drivers of Market Value for the B-I-C9876543 Followers as drivers of2 Market Value for the B-I-C10 Gap in avg. Gap in avg. Gap in avg. Market Market Market Value/Facebook Value/Twitter Value/LinkedIn follower follower follower7/7/2012 WWW.SIMMETHOD.COM 35

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class• Is there a relationship between Social Media Followers and SIMMETHOD™ Best-In-Class performance and value creation?• Are all Social Media followers equally valuable as drivers of performance and value creation?7/7/2012 WWW.SIMMETHOD.COM 36

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value between a Facebook and a Twitter Follower for the SIMMETHOD™B-I-C = 1.5X7/7/2012 WWW.SIMMETHOD.COM 37

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class Gap in Average Market Value between a Facebook and a LinkedIn Follower for the SIMMETHOD™B-I-C = 3X7/7/2012 WWW.SIMMETHOD.COM 38

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class Gap in Average Profit between a Facebook Follower and a Twitter Follower for the SIMMETHOD™ B-I-C = 1.7X7/7/2012 WWW.SIMMETHOD.COM 39

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class Gap in Average Profit between a Facebook Follower and a LinkedIn Follower for the SIMMETHOD™ B-I-C = 4X7/7/2012 WWW.SIMMETHOD.COM 40

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class As a driver of Market Value for the B-I-C3.5 32.5 2 As a driver of Market1.5 Value for the B-I-C 10.5 0 Facebook follower Twitter follower LinkedIn follower7/7/2012 WWW.SIMMETHOD.COM 41

How good do you have to be? Value gap between a Facebook, Twitter & LinkedIn follower for the 2012 SIMMETHOD™ Best-In-Class As a driver of Profit for the B-I-C4.5 43.5 32.5 2 As a driver of Profit for the1.5 B-I-C 10.5 0 Facebook Twitter follower LinkedIn follower follower7/7/2012 WWW.SIMMETHOD.COM 42

SIMMETHOD™ Strategy/Execution Performance PredictiveIndices, Competitive Intelligence Metrics Database and Alerts• SIMMETHOD™ is a relative scale that measures business risk and performance and rates managements ability to strategize and execute against a constantly changing set of business, industry and market performance metrics. It is like a sport league table constantly searching for the top teams in each industry in order to find their Best-In-Class strategy, execution, business models, HR practices, contribution of resources to the bottom line, metrics and processes.7/7/2012 WWW.SIMMETHOD.COM 43

Jorge Oscar Tabacman jtabacman@gmail.com www.simmethod.com The power of the SIMMETHOD™ performance predictive algorithms, indices, competitive intelligence database and leading indicators lies in their ability to provide in simple terms a window into a company business model and management effectiveness and their ability to predict future trends, risk, performance and competitive advantage within an extended value chain.7/7/2012 WWW.SIMMETHOD.COM 44

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Simmethod how good do you have to be, the gap to the best in-class

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