Simmethod, the 7 insights of the 2012 best in-class

SIMMETHOD™ Strategy/Execution Performance Predictive Index, Competitive Intelligence Analytics Database and Alerts Predicts the performance of your business and alerts you of new threats and opportunities in relation to current and future competitors WWW.SIMMETHOD.COM WWW.SIMMETHOD.COM7/1/2012 1

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Why Do Businesses Fail or Fail To Perform? Mervyns Circuit City Wachovia Washington Borders Mutual Internal or Linen n’ Blockbuster external Things factors?7/1/2012 WWW.SIMMETHOD.COM 2

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Why Do Businesses Fail or Fail To Perform? Is business failure driven by internal management decisions or external market conditions beyond management control? • What separates future winners from losers? Why do some businesses fail while others succeed in the most adverse circumstances? • What are their secrets?7/1/2012 WWW.SIMMETHOD.COM 3

Why Do Businesses Fail or Fail To Perform? SIMMETHOD™ Premise SIMMETHOD™ premise is simple: Companies fail or fail to perform primarily due to internal decision-making rather than external circumstances beyond management control.7/1/2012 WWW.SIMMETHOD.COM 4

To find the secrets of the 2012 Best-In-Class, SIMMETHOD™ Performance Predictive Algorithms combined Business, Social Media, 7 Laws of Stockholders, Best Management Practices Metrics Competitive Intelligence Predictive Database The 7 Insights Lessons from the Best-In-Class in the SIMMETHOD™ Competitive Intelligence Predictive Analytics Database7/1/2012 WWW.SIMMETHOD.COM 5

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Questions: • What is the role of the industry’s Best-in-Class performers in your strategy formulation? • Is your goal setting based on the full picture? Why is important to study Best-in-Class businesses in each industry? • How good do you have to be in order to outperform your current and future competitors? 7/1/2012 WWW.SIMMETHOD.COM 6

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts• In order to outperform your competitors, it is essential to understand their ability to strategize and execute against you and their peers, their business models, risk profiles, value-chain, success metrics and their competitive advantage.• Moreover, if your strategy, goal setting and risk profiles are not taking into consideration external perspectives (as well as internal drivers) your business can become too inward-looking and mistake any positive trend for real competitive advantage that outsmarts your competitors.7/1/2012 WWW.SIMMETHOD.COM 7

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts • Today, in the Internet age, customers expectations and choices are driven by their experiences with a wide range of suppliers and in particular the best suppliers across many industries and geographical location. • Customers’ expectations cover from business models to level of services, business complexity, pricing, branding, product and services, inefficiencies, etc. Therefore, any business strategy must understand the connection between Best-in-Class businesses and their customers. 7/1/2012 WWW.SIMMETHOD.COM 8

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & alerts• The SIMMETHOD™ algorithms, performance predictive indices, competitive intelligence analytical database and alerts capture the performance of the 2012 Best-in-Class businesses (summarized in the following 7 Insights) and provide a basis for strategy formulation, alignment of execution to strategy, competitive advantage and risk minimization with very specific insights into the areas of marketing ROI, employee and overhead management, sales growth and profit optimization.7/1/2012 WWW.SIMMETHOD.COM 9

Lessons from the SIMMETHOD™ competitive Intelligence Predictive Analytics Database 2) Holistic 3) Industries are 1) Risk/performance are value chain interlinked. Adapt B-I-C impacted by int/ext metrics processes from a range factors that must be of industries addressed by management 5) Value chain SIMMETHOD™ leading 4) From indicators 7 Insights internally focus to value chain analytics 7) Basket of industry 6) Intangible assets agnostic predictive as new drivers of indicators to lift value value creation and chain performance growth7/1/2012 WWW.SIMMETHOD.COM 10

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight One • Business performance and risk are impacted by both internal and external factors and management must address both of them in order to improve performance and reduce risk. 7/1/2012 WWW.SIMMETHOD.COM 11

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight One• Best-In-Class organizations measure the external forces that have major risk implications for their businesses and their industries. Senior Executives receive early warning risk and performance alerts linked to global industry trends and metrics as well as internal business execution.• 2012 Best-In-Class organizations, (following the new sources of value creation) have moved from internally-focused Risk, Business Intelligence and Performance Analytics to Value-Chain Risk and Performance Metrics and Business Intelligence.7/1/2012 WWW.SIMMETHOD.COM 12

SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence D/B & Alerts Insight Two SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence Database & Alerts Regulations Customer growth/ Productivity, profitability, Business business marketing ROI, Bigdata Multichannel Profit model strategy, BPM, RFID Hadoop, NoSQL, ROI, costs, Objectives, IT ROI, Analytics, budget Strategy leading BI, CRM indicators Stockholders Decision Business/IT IT security, Funds support Alignment mobility SIMMETHOD™ Performance Predictive Indices score & link your strategy, management decisions and execution to the overall performance of your business in relation to your CEO/CFO current and future competitors CIO/CMO/CTO reflecting your, strengths, weaknesses, risks and opportunities7/1/2012 WWW.SIMMETHOD.COM 13

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Two• To understand the internal and external dynamic factors affecting the performance of your business, you must take a holistic approach rather than concentrating on specific stand-alone processes and metrics that are not integrated to your value-chain strategy and objectives.7/1/2012 WWW.SIMMETHOD.COM 14

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Two• The lack of C-level overall business visibility caused by the many islands of information and the many versions of the truth has been widely discussed and reported by research organizations and business professionals.• This issue is highlighted by a CEO’s dilemma: “All my Business Units are reporting excellent set of numbers however, the business as a whole is going south”!7/1/2012 WWW.SIMMETHOD.COM 15

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts In a constantly fluctuating MARKET SIMMETHOD industry-agnostic indices measure the relationships (competitive advantage) between businesses and value chains across every business sector unlike static business ratios that do not capture and measure the dynamic relationships between businesses and value chains. YOUR INDUSTRY SIMMETHOD Index SIMMETHOD score (competitors Index score within industry) (suppliers) THE SCORES OF YOUR PREDICTIVE INDICES HR CFO REFLECT YOUR IT COO STRENGTHS, CMO Sales WEAKNESSES, RISKS & OPPORTUNITIES IN RELATION TO CURRENT & FUTURE COMPETITORS SIMMETHOD Index score (customers) SIMMETHOD Index SIMMETHOD Index score (future score (future competitors) customers)7/1/2012 WWW.SIMMETHOD.COM 16

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Three• Today’s marketplace is interlinked and the performance of one sector is influenced by the performance of other industry sectors. To understand the external factors impacting the current and future performance of a business, it is necessary to look beyond any given industry and instead look at many business sectors in order to reduce the risk and better measure, manage, predict and improve the performance of a business.7/1/2012 WWW.SIMMETHOD.COM 17

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Three • The internet, smart phones, smart cards, new payment systems and a new generation of savvy interactive consumers have facilitated the creation of new business models that have crossed traditional industry boundaries and barriers. • In assessing the effectiveness of a business model, strategy or execution of a strategy special attention must be given to Best Practices developed across a range of global industries. In this way, strategies, business processes or business models from one industry can be studied and used to improve the performance of other industries.7/1/2012 WWW.SIMMETHOD.COM 18

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Four SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence Database & Alerts Regulations Productivity/ Marketing ROI, business model, Bigdata, budgets, metrics, Leading Business model, Multichannel indicators procurement Value chain strategy, BPM, RFID Hadoop, NoSQL, ROI, costs, Objectives, IT ROI, Analytics, budget Strategy leading BI, CRM indicators Stockholders Decision Business/IT support, KPI’s IT security, Funds Alignment mobility SIMMETHOD™ Performance Predictive Indices score & link your strategy, management decisions and execution to the overall performance of your business in relation to your VENDOR current and future competitors CUSTOMER VALUE reflecting your, strengths, VALUE CHAIN CHAIN weaknesses, risks and opportunities7/1/2012 WWW.SIMMETHOD.COM 19

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & alerts Insight Four• Todays efficiency drives transcend business boundaries and include and are shared across supply chains and value chains of suppliers, distributors and customers. In fact to take advantage of e/m/f/g commerce, value chain metrics, processes, business models and systems must be synchronized.7/1/2012 WWW.SIMMETHOD.COM 20

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight FourIn the current market:• Customers want to know that they are not paying for their suppliers inefficiencies.• Customers will penalize suppliers who have bloated cost structures, inefficient business models and outdated systems and processes.• Business partners need a common set of business processes, metrics and predictive performance indices to fully take advantage of e-commerce, m-commerce and F-commerce benefits.7/1/2012 WWW.SIMMETHOD.COM 21

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & alerts Insight Five• Business Intelligence, Predictive Analytics and Risk Management search for Predictive Leading Indicators: To assess the current and future performance of a business, one of the best leading indicators is to understand the performance of its major customers and their industry sector.7/1/2012 WWW.SIMMETHOD.COM 22

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Five • Although top customer performance is not an automatic guarantee of supplier performance, unless customers have implemented new strategies and/or business models to cope with changes, such as the global financial crisis, their troubles will often translate to trouble for suppliers. • Best-In-Class suppliers synchronize their metrics to their customer metrics to ensure that customer productivity improvements are matched by corresponding supplier’s productivity improvements. 7/1/2012 WWW.SIMMETHOD.COM 23

In a fluctuating market and unlike static business ratios SIMMETHOD™ industry- agnostic indices measure the dynamic relationship (competitive advantage) between businesses, value chains and their competitors Insights Six and Seven Your strategy/execution converted into Your competitors’ strategy/execution SIMMETHOD™ performance predictive converted into SIMMETHOD™ and risk reduction indices performance predictive indices SIMMETHOD™ Strategy/Execution Performance Predictive SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence Database & Alerts Indices, Competitive Intelligence Database & Alerts Regulations Regulations Customer growth/ Customer growth/ Productivity, profitability, Productivity, profitability, Business business marketing ROI, Business business marketing ROI, Bigdata Multichannel Bigdata Multichannel Profit model Profit model strategy, strategy, BPM, RFID BPM, RFID Hadoop, NoSQL, Hadoop, NoSQL, ROI, costs, Objectives, IT ROI, ROI, costs, Objectives, IT ROI, Analytics, Analytics, budget Strategy leading budget Strategy leading BI, CRM BI, CRM indicators indicators Stockholders Decision Business/IT Stockholders Decision Business/IT IT security, IT security, Funds support Alignment Funds support Alignment mobility mobility SIMMETHOD™ Performance SIMMETHOD™ Performance Predictive Indices score & link your Predictive Indices score & link your strategy, management decisions and strategy, management decisions and execution to the overall performance execution to the overall performance of your business in relation to your of your business in relation to your CEO/CFO current and future competitors CIO/CMO/CTO CEO/CFO current and future competitors CIO/CMO/CTO reflecting your, strengths, reflecting your, strengths, weaknesses, risks and opportunities weaknesses, risks and opportunities 7/1/2012 WWW.SIMMETHOD.COM 24

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Six • Intangible assets (such as intellectual property, R&D, human capital, brands, customer relationships and databases) have grown in importance as the lever for growth and value creation and have delivered multiple income streams and increased valuations. • Best-In-Class have expanded the “Customer Definition” in order to incorporate new business models and sources of income that leverage the value of their tangible and intangible assets. 7/1/2012 WWW.SIMMETHOD.COM 25

SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence D/B & Alerts Insight Six • These significant changes have occurred because of the creation of new business models using lower cost structures or multiple income streams coordinated across channels that did not exist a couple of years ago. • These business models are less reliant on traditional physical assets and more reliant on intangible assets such as social media, customer interaction and engagement via social media or new mobile channels. 7/1/2012 WWW.SIMMETHOD.COM 26

SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence D/B & Alerts Insight Six • All this has made necessary the creation of new strategies and business processes supported by new value-chain risk and performance predictive indices used as a yardstick to detect new sources of business risk, assess business strategies, organizational structures, business processes, human capital and/or management decision-making effectiveness. Today, more that ever the question to be asked is: • "How long would it take for you and your senior executives to realize that your business strategy is not being followed or that you have been outsmarted by new competitors?" 7/1/2012 WWW.SIMMETHOD.COM 27

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight Seven• In order to influence employees behavior and motivate them towards a Best Practices level of performance, Best-In-Class performers developed a basket of powerful value-chain integrated leading risk and performance indicators that provide new insights that are not available to their competitors and benefit their entire value-chain.7/1/2012 WWW.SIMMETHOD.COM 28

SIMMETHOD™ Strategy/Execution PerformancePredictive Indices, Competitive Intelligence D/B & Alerts Insight SevenFor the Best-In-Class, the real value of the leading performance indicators is not their actual figures, but rather their ability to:• Highlight a range of possibilities.• Provide new insights into areas of risk and improvement• Leverage the value of their tangible and intangible assets into new income generating business models• Express metrics in a way that influences all stakeholders in the value-chain towards a Best-In- Class level of performance.7/1/2012 WWW.SIMMETHOD.COM 29

SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence D/B & Alerts Insights One to Seven Maximum risk, SIMMETHOD™ links your CRM, BI & Big Data minimum Analytics to a Global Competitive Intelligence visibility and Metrics Database of Strategy/Execution control, unable Performance Predictive Indices and alerts to predict risk & performance SIMMETHOD™ global market SIMMETHOD™ view leading value-chain SIMMETHOD™ risk/ view, leading industry view performance Company performance indicators & view indicators & indicators & alerts alerts alerts database Inward-looking CRM, BI, Big Data Analytics and The Global Competitive Intelligence Database leading indicators do of Strategy/Execution Performance Predictive not protect against Indices and Alerts rates your team’s ability to threats coming from execute against the Best-In-Class and alerts different Business you of new threats and opportunities Sectors7/1/2012 WWW.SIMMETHOD.COM 30

SIMMETHOD™ Strategy/Execution Performance Predictive Indices, Competitive Intelligence 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.7/1/2012 WWW.SIMMETHOD.COM 31

Jorge Oscar Tabacman jtabacman@gmail.com www.simmethod.com The power of the SIMMETHOD™ performance predictive algorithms, database, indices and leading indicators lie 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.7/1/2012 WWW.SIMMETHOD.COM 32

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Simmethod, the 7 insights of the 2012 best in-class

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