SIMMETHOD™        How good do you have to be to       outsmart your current and future                competitors?        ...
How good do you have to be to outsmart your       current and future competitors?How large is the gap between thelow-perfo...
How good do you have to be to outsmart your current             and future competitors?     SIMMETHOD™ Strategy/Execution ...
SIMMETHOD™Algorithm, Strategy/Execution Performance PredictiveIndices, Competitive Intelligence Database and Alerts• The b...
SIMMETHOD™ 2012Algorithm, Strategy/Execution Performance PredictiveIndices, Competitive Intelligence Database and AlertsTh...
SIMMETHOD™ 2012 Global Strategy/Execution       Performance Predictive Index, Competitive Intelligence Database & Threats/...
How good do you have to be?  Gap between the low-performance businesses and        the 2012 SIMMETHOD™ Best-In-Class      ...
How good do you have to be?  Gap between the low-performance businesses and        the 2012 SIMMETHOD™ Best-In-Class      ...
How good do you have to be?  Gap between the low-performance businesses and        the 2012 SIMMETHOD™ Best-In-Class      ...
How good do you have to be?  Gap between the low-performance businesses and        the 2012 SIMMETHOD™ Best-In-Class      ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class                Gap in average          ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class• In the fol...
SIMMETHOD™ 2012 Global Strategy/Execution       Performance Predictive Index, Competitive Intelligence Database & Threats/...
SIMMETHOD™ 2012 Global Strategy/Execution       Performance Predictive Index, Competitive Intelligence Database & Threats/...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class• Is There a...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be?    Gap between the low-performance businesses      and the 2012 SIMMETHOD™ Best-In-Class      ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class• Is there a...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be?   Gap between the low-performance businesses and         the 2012 SIMMETHOD™ Best-In-Class    ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be? Gap between the low-performance businesses   and the 2012 SIMMETHOD™ Best-In-Class            ...
How good do you have to be?    Gap between the low-performance businesses      and the 2012 SIMMETHOD™ Best-In-Class      ...
How good do you have to be?    Gap between the low-performance businesses and          the 2012 SIMMETHOD™ Best-In-Class  ...
How good do you have to be?    Value gap between a Facebook, Twitter &  LinkedIn follower for the 2012 SIMMETHOD™         ...
How good do you have to be?    Value gap between a Facebook, Twitter & LinkedIn    follower for the 2012 SIMMETHOD™ Best-I...
How good do you have to be?    Value gap between a Facebook, Twitter & LinkedIn    follower for the 2012 SIMMETHOD™ Best-I...
How good do you have to be?    Value gap between a Facebook, Twitter & LinkedIn    follower for the 2012 SIMMETHOD™ Best-I...
How good do you have to be?    Value gap between a Facebook, Twitter & LinkedIn    follower for the 2012 SIMMETHOD™ Best-I...
How good do you have to be?      Value gap between a Facebook, Twitter & LinkedIn      follower for the 2012 SIMMETHOD™ Be...
How good do you have to be?      Value gap between a Facebook, Twitter & LinkedIn      follower for the 2012 SIMMETHOD™ Be...
SIMMETHOD™ Strategy/Execution Performance PredictiveIndices, Competitive Intelligence Metrics Database and Alerts• SIMMETH...
Jorge Oscar Tabacman             jtabacman@gmail.com              www.simmethod.com     The power of the SIMMETHOD™ perfor...
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Simmethod how good do you have to be, the gap to the best in-class

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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

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

  1. 1. 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
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 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 margins = 4X7/7/2012 WWW.SIMMETHOD.COM 9
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. 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
  18. 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 margins = 2.5X7/7/2012 WWW.SIMMETHOD.COM 18
  19. 19. 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
  20. 20. 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
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. 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
  28. 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/Facebook follower = 8.5X7/7/2012 WWW.SIMMETHOD.COM 28
  29. 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/Twitter Follower = 1X7/7/2012 WWW.SIMMETHOD.COM 29
  30. 30. 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
  31. 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/ Facebook Follower = 8X7/7/2012 WWW.SIMMETHOD.COM 31
  32. 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/ Twitter Follower = 2.3X7/7/2012 WWW.SIMMETHOD.COM 32
  33. 33. 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
  34. 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 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
  35. 35. 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
  36. 36. 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
  37. 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 Twitter Follower for the SIMMETHOD™B-I-C = 1.5X7/7/2012 WWW.SIMMETHOD.COM 37
  38. 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 Market Value between a Facebook and a LinkedIn Follower for the SIMMETHOD™B-I-C = 3X7/7/2012 WWW.SIMMETHOD.COM 38
  39. 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 Twitter Follower for the SIMMETHOD™ B-I-C = 1.7X7/7/2012 WWW.SIMMETHOD.COM 39
  40. 40. 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
  41. 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 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
  42. 42. 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
  43. 43. 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
  44. 44. 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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