The Journal will debut in May 2015, and will be published by Sage Publications.
We continue to look for authors and articles for the 2nd and third issues.
Are you are a leader of an ambitious, growing and established SME who wants to contribute to and share in a group of likeminded people? We are launching the second series of Cog:ent for ambitious business leaders in the Thames Valley on Thursday 25 June. Cog:ent is a free two year programme of quarterly thought leadership workshops, helping ambitious business owners to build successful and sustainable businesses. Interested to find out more? Email stacey.sanders@moorestephens.com
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
CVCI exists to provide a community and share experiences for those interested in customer value creation. It welcomes both practitioners and academics from all career stages. CVCI serves as a place for dialogue and learning, and partners with the Journal of Creating Value. Customer value creation is an important but young discipline, and the learning requirements are ongoing as globalization and technology advance rapidly.
Linked in learning-workplace-learning-report-2021-enAcabizEducate
The report discusses the elevated role of learning and development (L&D) in organizations in 2021. It finds that L&D has secured a long-term, strategic role at the executive level following the shift to remote work during the pandemic. Nearly two-thirds of L&D professionals now report that they still have a seat at the C-suite table. CEOs are continuing to actively champion learning in their organizations to help employees adapt to ongoing changes. Case studies show how securing executive support has driven increased learner engagement in learning programs.
"2nd Annual HR Excellence Forum & Awards 2015, Mumbai"Bhavesh Kothari
Conference Asia presents the 2nd Annual HR Excellence Forum & Awards 2015, a unique Forum schedule on 13th & 14th March 2015, Hotel Meluha, The Fern, Mumbai. 2nd Annual HR Excellence Forum & Awards 2015, will bring together around 120 + Senior HR Thought Leaders from a cross section of the industry verticals to meet, discuss & find solutions to their HR Challenges, benchmark methods and strategies, and network under one roof as well as , come up with creative ideas and strategies through series of interactive Case Studies and Presentation, Panel discussion & Group Discussion.
The HR Awards 2015 aims at recognizing & celebrating the collaborative efforts of individuals and the teams in their journey towards HR excellence through innovation, commitment & hard work, thereby making it the most sought after awards in the HR fraternity. This is a step in representing the best initiatives of individuals, their teams and companies across the globe.
Hurry your Nominations - awards@conferenceasia.in
This document is a student thesis from 2020 that examines the effects of digital marketing on start-up businesses. It was written by Ali Akeel and Manisha Gubhaju for their master's degree in business administration. The thesis explores how digital marketing can impact the growth of start-ups in relation to brand awareness, building trust, and customer engagement. It uses qualitative interviews with five start-up firms as primary data collection. The study concludes that digital marketing is an effective way for start-ups to build customer relationships at a relatively low cost but that many start-ups are hesitant to implement digital strategies early on.
This document discusses social entrepreneurship and how technology has enabled social entrepreneurs to solve social issues on larger scales. It notes that to be successful, social enterprises must prioritize creativity, viability and produce good products. It also emphasizes the importance of engaging audiences through mobile platforms and differentiating one's social cause.
Are you are a leader of an ambitious, growing and established SME who wants to contribute to and share in a group of likeminded people? We are launching the second series of Cog:ent for ambitious business leaders in the Thames Valley on Thursday 25 June. Cog:ent is a free two year programme of quarterly thought leadership workshops, helping ambitious business owners to build successful and sustainable businesses. Interested to find out more? Email stacey.sanders@moorestephens.com
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
CVCI exists to provide a community and share experiences for those interested in customer value creation. It welcomes both practitioners and academics from all career stages. CVCI serves as a place for dialogue and learning, and partners with the Journal of Creating Value. Customer value creation is an important but young discipline, and the learning requirements are ongoing as globalization and technology advance rapidly.
Linked in learning-workplace-learning-report-2021-enAcabizEducate
The report discusses the elevated role of learning and development (L&D) in organizations in 2021. It finds that L&D has secured a long-term, strategic role at the executive level following the shift to remote work during the pandemic. Nearly two-thirds of L&D professionals now report that they still have a seat at the C-suite table. CEOs are continuing to actively champion learning in their organizations to help employees adapt to ongoing changes. Case studies show how securing executive support has driven increased learner engagement in learning programs.
"2nd Annual HR Excellence Forum & Awards 2015, Mumbai"Bhavesh Kothari
Conference Asia presents the 2nd Annual HR Excellence Forum & Awards 2015, a unique Forum schedule on 13th & 14th March 2015, Hotel Meluha, The Fern, Mumbai. 2nd Annual HR Excellence Forum & Awards 2015, will bring together around 120 + Senior HR Thought Leaders from a cross section of the industry verticals to meet, discuss & find solutions to their HR Challenges, benchmark methods and strategies, and network under one roof as well as , come up with creative ideas and strategies through series of interactive Case Studies and Presentation, Panel discussion & Group Discussion.
The HR Awards 2015 aims at recognizing & celebrating the collaborative efforts of individuals and the teams in their journey towards HR excellence through innovation, commitment & hard work, thereby making it the most sought after awards in the HR fraternity. This is a step in representing the best initiatives of individuals, their teams and companies across the globe.
Hurry your Nominations - awards@conferenceasia.in
This document is a student thesis from 2020 that examines the effects of digital marketing on start-up businesses. It was written by Ali Akeel and Manisha Gubhaju for their master's degree in business administration. The thesis explores how digital marketing can impact the growth of start-ups in relation to brand awareness, building trust, and customer engagement. It uses qualitative interviews with five start-up firms as primary data collection. The study concludes that digital marketing is an effective way for start-ups to build customer relationships at a relatively low cost but that many start-ups are hesitant to implement digital strategies early on.
This document discusses social entrepreneurship and how technology has enabled social entrepreneurs to solve social issues on larger scales. It notes that to be successful, social enterprises must prioritize creativity, viability and produce good products. It also emphasizes the importance of engaging audiences through mobile platforms and differentiating one's social cause.
Disruptive customer care the competitive differentiator in a world of new and...Martin Hill-Wilson
This document discusses the need for organizations to embrace ongoing, co-created disruption as the new normal in order to deliver differentiated customer experiences. It notes that most organizations fail to keep up with rapidly evolving customer behaviors. The document advocates for adopting a culture of continuous innovation through practices like allowing time for innovation, creating innovation spaces, connecting colleagues to spark new ideas, testing every new service design, and seeking out catalysts for change. It also presents examples of how some companies like Adobe have empowered all employees to become innovators through programs like their Kickbox toolkit.
Here are the key methods I used for research during my internship:
- Secondary research: I conducted extensive research using GlobalData's internal databases and reports to understand the industries, companies, and trends. This helped provide background and context.
- Primary research: I reached out to various clients and prospects through phone calls, emails, and LinkedIn to gather first-hand information about their needs, pain points, and how GlobalData could help.
- Competitive analysis: I analyzed GlobalData's offerings compared to competitors to identify strengths and weaknesses. This helped identify opportunities to better position our services.
- Data analysis: I analyzed various metrics like website traffic, lead generation, sales pipelines to understand what is working and
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
6152020 Building an Innovation Strategy Scoring Guidehtt.docxpriestmanmable
6/15/2020 Building an Innovation Strategy Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8136/190700/Scoring_Guides/u10a1_scoring_guide.html 1/2
Building an Innovation Strategy Scoring Guide
Due Date: End of Unit 10
Percentage of Course Grade: 40%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Select and describe an
appropriate for-profit
organization.
16%
Fails to identify an
appropriate for-profit
organization to build an
innovation strategy that
address organization design,
impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Partially outlines an
appropriate for-profit
organization to build an
innovation strategy that
addresses organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Describes an appropriate
for-profit organization to
build an innovation strategy
that address organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies,
organizational innovation
processes, roles of
customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation,
and practical applications of
innovation.
Describes an appropriate for-profit
organization to build an innovation
strategy that address organization
design, impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles of
customers and markets, people
and innovation, innovation
measurement, sustainability and
innovation and practical
applications of innovation.
Comprehensively highlights the
industry and surrounding
environment.
Apply organizational design
models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
20%
Fails to connect
organizational design models
and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Links some organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational design
models and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Application is exceptionally
relevant and convincing.
Apply the concepts of
building an innovation
strategy, namely elements
of organization design,
impact of alliances and
collaborations,.
CGI—Innovation Consulting—Design of IDEO, Innovation of Strategyzer and Strategy of McKinsey. Our mission is to build Knowledge Economy & to make Pakistan Top-50 Innovative Nation.
Highlights of December for CGI are:
✔ Cohort-2 Modules at National University of Modern Languages
✔ Cohort-2 Modules Lahore College For Women University
✔ GIC Cohort-1 at Lahore Garrison University
What one trend, challenge or opportunity are you predicting will impact the events industry most in 2015?
Want to know the future? Get your own copy now and find their answers on this year’s trends, opportunities and challenges that will affect your business.
Shared Value Enterprise® provides an assessment and certification program for enterprises that are creating measurable social and environmental impact through for-profit business models. The assessment involves a multi-step process including an application, discussions with management, analysis of the enterprise's shared value strategy, and a feedback report. Certified enterprises gain recognition and access to networking opportunities to further develop their shared value approaches.
Universities can prepare students for today's entrepreneurial job market by helping them gain hands-on entrepreneurial experience through crowdfunding. LaunchLeader is a crowdfunding platform designed for this purpose. It allows students to raise money for their business ideas in small increments to build their minimum viable product. This gives them experience validating ideas, building networks, and becoming accustomed to entrepreneurship. LaunchLeader also provides accountability and mentorship. Its focus on the individual entrepreneur builds trust and allows progress to be tracked over time.
Everyone acknowledges the global business environment is dynamically changing with the adoption of digital technologies, globalization of the marketplace, and changes in the global workforce (75% of the workforce will be Millennials by 2025). As organizations respond to rapid-fire changes in the global digital business environment, they are forced to restructure to compete and survive, facing the challenges of digital transformation.
But are executives prepared to manage their organizations and seize the opportunities?
In three recent studies, executives speak out candidly on their state of un-preparedness!
f
Value Creation Concept and Approach for VCYee Jie NG
1) The document discusses value creation as a service (VCaaS) which involves delivering business and customer development activities to add value to portfolio companies for venture capital firms.
2) It recommends that venture capital firms implement a full value creation program using program management principles to align strategy, people, processes, technology, structure, and metrics. This would provide an end-to-end approach to helping portfolio companies.
3) Steve Blank's customer development model is proposed as a framework for the value creation activities, focusing on discovering customer needs and validating business models and tactics.
Strategic planning must adapt to thrive in the future. While strategists have opportunities to add value in the boardroom, their role is threatened by changes like the growth of digital services, data-rich cultures that demand fluidity, and clients facing disruption from new competitors. To succeed, strategists need to focus on being brand entrepreneurs that act as organizational catalysts, identify commercial opportunities, and translate insights into innovative solutions that propel business growth both within and beyond communications. The case study of Aviva's "Good Thinking" campaign demonstrates how strategists can drive business success by focusing on solving human needs through experiences and services, not just brand stories.
Quality Statements and Seven Steps to Strategic Quality PlanningDr.Raja R
What is a quality statement?, Quality statements and tenders, What does a quality statement include?, Define the term strategy?,
Vision Statement, Mission Statement, Quality Policy Statement and seven steps to strategic Quality Planning
By embracing the world of start-ups, students gain valuable skills, experiences, and opportunities that can shape their future. This article explores the importance of digital entrepreneurship and start-ups for students, highlighting the benefits, challenges, and strategies for success.
The document discusses the growing demand for digital content creation driven by increasing social media usage and digital advertising expenditures. It notes that the global digital content creation market is expected to reach $38.2 billion by 2030, growing at a 12% compound annual rate between 2020 and 2030. Effective content creation requires understanding customer needs and engaging audiences with the right format and delivery method for desired content.
Shared Value Enterprise works on the principle of encouraging organizations to aspire to become the change agents by adopting shared value related business models or activities.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
The 8 Principles of Customer Value CreationTotal CVM
To appreciate Customer Value Creation, you must understand the principles of Customer Value Creation. The principles of Customer Value Creation, enunciated by Gautam Mahajan are:
The 1st Principle: Customers tend to buy or use those products or services that they perceive create greater value for them than competitive offers. It is essential for executives and leaders to create higher value for their Customers than competition can.
I often look at the business world and wonder. What are they all about? They spend oodles of money in branding (in simple terms to be recognised by potential Customers, to distinguish themselves in the marketplace).
Disruptive customer care the competitive differentiator in a world of new and...Martin Hill-Wilson
This document discusses the need for organizations to embrace ongoing, co-created disruption as the new normal in order to deliver differentiated customer experiences. It notes that most organizations fail to keep up with rapidly evolving customer behaviors. The document advocates for adopting a culture of continuous innovation through practices like allowing time for innovation, creating innovation spaces, connecting colleagues to spark new ideas, testing every new service design, and seeking out catalysts for change. It also presents examples of how some companies like Adobe have empowered all employees to become innovators through programs like their Kickbox toolkit.
Here are the key methods I used for research during my internship:
- Secondary research: I conducted extensive research using GlobalData's internal databases and reports to understand the industries, companies, and trends. This helped provide background and context.
- Primary research: I reached out to various clients and prospects through phone calls, emails, and LinkedIn to gather first-hand information about their needs, pain points, and how GlobalData could help.
- Competitive analysis: I analyzed GlobalData's offerings compared to competitors to identify strengths and weaknesses. This helped identify opportunities to better position our services.
- Data analysis: I analyzed various metrics like website traffic, lead generation, sales pipelines to understand what is working and
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
6152020 Building an Innovation Strategy Scoring Guidehtt.docxpriestmanmable
6/15/2020 Building an Innovation Strategy Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8136/190700/Scoring_Guides/u10a1_scoring_guide.html 1/2
Building an Innovation Strategy Scoring Guide
Due Date: End of Unit 10
Percentage of Course Grade: 40%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Select and describe an
appropriate for-profit
organization.
16%
Fails to identify an
appropriate for-profit
organization to build an
innovation strategy that
address organization design,
impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Partially outlines an
appropriate for-profit
organization to build an
innovation strategy that
addresses organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Describes an appropriate
for-profit organization to
build an innovation strategy
that address organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies,
organizational innovation
processes, roles of
customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation,
and practical applications of
innovation.
Describes an appropriate for-profit
organization to build an innovation
strategy that address organization
design, impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles of
customers and markets, people
and innovation, innovation
measurement, sustainability and
innovation and practical
applications of innovation.
Comprehensively highlights the
industry and surrounding
environment.
Apply organizational design
models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
20%
Fails to connect
organizational design models
and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Links some organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational design
models and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Application is exceptionally
relevant and convincing.
Apply the concepts of
building an innovation
strategy, namely elements
of organization design,
impact of alliances and
collaborations,.
CGI—Innovation Consulting—Design of IDEO, Innovation of Strategyzer and Strategy of McKinsey. Our mission is to build Knowledge Economy & to make Pakistan Top-50 Innovative Nation.
Highlights of December for CGI are:
✔ Cohort-2 Modules at National University of Modern Languages
✔ Cohort-2 Modules Lahore College For Women University
✔ GIC Cohort-1 at Lahore Garrison University
What one trend, challenge or opportunity are you predicting will impact the events industry most in 2015?
Want to know the future? Get your own copy now and find their answers on this year’s trends, opportunities and challenges that will affect your business.
Shared Value Enterprise® provides an assessment and certification program for enterprises that are creating measurable social and environmental impact through for-profit business models. The assessment involves a multi-step process including an application, discussions with management, analysis of the enterprise's shared value strategy, and a feedback report. Certified enterprises gain recognition and access to networking opportunities to further develop their shared value approaches.
Universities can prepare students for today's entrepreneurial job market by helping them gain hands-on entrepreneurial experience through crowdfunding. LaunchLeader is a crowdfunding platform designed for this purpose. It allows students to raise money for their business ideas in small increments to build their minimum viable product. This gives them experience validating ideas, building networks, and becoming accustomed to entrepreneurship. LaunchLeader also provides accountability and mentorship. Its focus on the individual entrepreneur builds trust and allows progress to be tracked over time.
Everyone acknowledges the global business environment is dynamically changing with the adoption of digital technologies, globalization of the marketplace, and changes in the global workforce (75% of the workforce will be Millennials by 2025). As organizations respond to rapid-fire changes in the global digital business environment, they are forced to restructure to compete and survive, facing the challenges of digital transformation.
But are executives prepared to manage their organizations and seize the opportunities?
In three recent studies, executives speak out candidly on their state of un-preparedness!
f
Value Creation Concept and Approach for VCYee Jie NG
1) The document discusses value creation as a service (VCaaS) which involves delivering business and customer development activities to add value to portfolio companies for venture capital firms.
2) It recommends that venture capital firms implement a full value creation program using program management principles to align strategy, people, processes, technology, structure, and metrics. This would provide an end-to-end approach to helping portfolio companies.
3) Steve Blank's customer development model is proposed as a framework for the value creation activities, focusing on discovering customer needs and validating business models and tactics.
Strategic planning must adapt to thrive in the future. While strategists have opportunities to add value in the boardroom, their role is threatened by changes like the growth of digital services, data-rich cultures that demand fluidity, and clients facing disruption from new competitors. To succeed, strategists need to focus on being brand entrepreneurs that act as organizational catalysts, identify commercial opportunities, and translate insights into innovative solutions that propel business growth both within and beyond communications. The case study of Aviva's "Good Thinking" campaign demonstrates how strategists can drive business success by focusing on solving human needs through experiences and services, not just brand stories.
Quality Statements and Seven Steps to Strategic Quality PlanningDr.Raja R
What is a quality statement?, Quality statements and tenders, What does a quality statement include?, Define the term strategy?,
Vision Statement, Mission Statement, Quality Policy Statement and seven steps to strategic Quality Planning
By embracing the world of start-ups, students gain valuable skills, experiences, and opportunities that can shape their future. This article explores the importance of digital entrepreneurship and start-ups for students, highlighting the benefits, challenges, and strategies for success.
The document discusses the growing demand for digital content creation driven by increasing social media usage and digital advertising expenditures. It notes that the global digital content creation market is expected to reach $38.2 billion by 2030, growing at a 12% compound annual rate between 2020 and 2030. Effective content creation requires understanding customer needs and engaging audiences with the right format and delivery method for desired content.
Shared Value Enterprise works on the principle of encouraging organizations to aspire to become the change agents by adopting shared value related business models or activities.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
Similar to Journal of Creating Value Newsletter (20)
The 8 Principles of Customer Value CreationTotal CVM
To appreciate Customer Value Creation, you must understand the principles of Customer Value Creation. The principles of Customer Value Creation, enunciated by Gautam Mahajan are:
The 1st Principle: Customers tend to buy or use those products or services that they perceive create greater value for them than competitive offers. It is essential for executives and leaders to create higher value for their Customers than competition can.
I often look at the business world and wonder. What are they all about? They spend oodles of money in branding (in simple terms to be recognised by potential Customers, to distinguish themselves in the marketplace).
Let’s start where we all agree. Customers have less time. Customers want more convenience. They want to make fewer and shorter journeys to buy and service goods.
The document discusses the importance of understanding an employee's full journey, not just segments like hiring and performance reviews. An employee's journey includes their family life, efforts to improve themselves, interactions with customers inside and outside the company, and navigating politics and relationships with colleagues. Understanding an employee's complete journey is crucial for companies to improve performance and the well-being of their assets.
The document discusses the importance of non-financial assets such as employee, customer, partner, social, intellectual property, and brand assets. It argues that companies overly focus on financial assets and performance, but other important intangible assets are often ignored. These non-financial assets can appreciate over time and form 80% of a company's value from an investor's perspective. The document advocates for establishing value creation councils and reporting on intangible assets to better manage and grow these important sources of company value.
CIOs have the potential to be true value creators for their organizations, but traditionally they are viewed more as staff than line functions and do not directly advance the core work. CIOs should take a more proactive leadership role in bringing new technologies to the business, such as digital media and big data, rather than just focusing on efficiencies. However, many CIOs are not confident in their ability to create value and follow consultants' advice too closely rather than focusing on customer needs and processes. For CIOs to truly contribute, CEOs need to reconsider their traditional views of IT and give CIOs more line responsibility, while CIOs need to understand how to identify and deliver value to the business.
CIOs have the potential to be true value creators for their organizations, but traditionally they are viewed more as staff than line functions and do not directly advance the core work. CIOs should take a more proactive leadership role in bringing new technologies to the business, such as digital media and big data, rather than just focusing on efficiencies. However, many CIOs are not confident in their ability to create value and follow consultants' advice too closely rather than focusing on customer needs and processes. For CIOs to truly contribute, CEOs need to reconsider their traditional views of IT and give CIOs more line responsibility, while CIOs need to understand how to identify and deliver value to the business.
Value Creation Implementation Ideas. Avoid Value DestructionTotal CVM
We have talked about many ways of Value Creation, and
why Value creation is important.
How do executives create value for themselves and their organisations?
By differentiating themselves,
Being on time, reliable, timely,
Become knowledgeable about the..............
You might have noticed our main Value Creation discussion in education has focused on business schools. In fact we are developing course content for a Value Creation major in MBA schools......
Transforming Companies Through Value Creation not Value DestructionTotal CVM
Understandably, no one will want to change unless he sees a value in the change. And the Value has to be tangible and worthwhile. Value Creation is obviously a good idea for companies. Sometimes, evangelists like me forget that for most people the current situation is comfortable (they derive value from comfort). Many have bosses or Boards or company owners that demand profitability albeit short term. And if they do not deliver they run the risk of being fired (a value destruction situation for them). So there are many reasons for following the road well-travelled. My friend Jim Carras said to me: “You seem to make a big point of stakeholder value not being a good objective for companies and I fully understand your concept...................
Ask a CEO if they want to spend a pile of money on an analysis of their company's story, and they'll probably throw you out of their office. But if you tell them that you have a powerful insight that can help them raise the prices on all of their products, they might ask you over to their house for dinner. Money talks, in other words. Unfortunately, in most companies, the power of story to affect pricing still remains unknown, or at least it's vastly under-utilized.
The document discusses the inevitability of declining demand for products and services over time due to natural market forces. It advises companies to be prepared for this by focusing on creating value for customers through differentiation, loyalty programs, and efforts to increase customer satisfaction rather than just introducing new products. When demand is dropping, the key is to make more money through customer value creation that keeps existing customers and makes the product more appealing than competitors' options, slowing the effects of commoditization. Early action is important to address declining demand before it significantly impacts the business.
Employees who feel valued provide better customer service and reduce employee churn. Measuring employee value added, which compares the value an employer provides to an employee versus competitors, can help understand why employees stay or leave. Treating frontline employees like CEOs and developing, empowering, and respecting all employees results in happy customers and builds trust within the organization.
The document criticizes the concept of internal customers in companies, arguing that it promotes the creation of silos between departments and a lack of cooperation. It states that internal customers lead departments to be independent of each other rather than working as a team. The two main reasons for failing to provide a good customer experience are a lack of clear customer strategy and lack of internal cooperation. The document recommends abandoning the concept of internal customers and instead building internal teamwork and cooperation through starting a courtesy system and defining customer-focused roles for all departments.
Encouraging Your People to Take the Long ViewTotal CVM
The document discusses encouraging employees and managers to focus on long-term organizational health in addition to short-term performance. It provides three principles for companies to consider when building measures of long-term health into their performance management systems: rooting out unhealthy habits, prioritizing core values, and keeping health metrics simple but meaningful. Adopting these principles can help ensure people management supports long-term success over short-term gains.
The author shares their negative experiences trying to purchase a new car from several major car companies in India. They faced difficulties finding dealership locations, getting test drives scheduled, and receiving unwashed used-looking cars for demonstrations. When finally purchasing from one dealer, the promised new car was dirty and unfinished, with no apologies from the sales team. The author questions how the companies can expect to sell cars when their customer service is so poor. They conclude customer care seems to mean "I don't care" at these establishments.
ONE DAY PRICING SEMINAR , FRIDAY, FEBRUARY 22, 2013 , AT THE MIRADOR HOTEL, A...Total CVM
Value Creation and Enhanced Pricing:
Increase Profits through Right Customer Value Pricing
SPECIALLY DESIGNED FOR CEOs, CXOs, HEADS OF MARKETING, SALES, OPERATIONS, PRICING, PURCHASE, CUSTOMER SERVICE, BUSINESS STRATEGY
Along the lines of seminar, Mr Gautam Mahajan recently conducted at the Professional Pricing Society meeting in Florida in October 2012.
Benefits of Attending:
What Customer Value is and why manage it
How to measure it
How to use value to create prices
How to create value and sell on that basis
Learn that every part of your offering has a price associated with it and what the customer is willing to pay and why, and why are non-price terms important
How to use the learning’s in your business
The article argues that a focus on maximizing shareholder value has corrupted business practices by incentivizing executives to manage expectations on Wall Street rather than focus on building real customer value. This has led to scandals and unstable markets. The article calls for shifting the focus back to delighting customers in order to create sustainable long-term growth for shareholders and society. Legal changes are needed to change the incentives that currently reward expectations management over real performance.
This forum will introduce HRD heads and VPs to the concept of Total CVM which is described in Gautam Mahajan’s soon to be released book: ‘Total Customer Value Management: Changing Management Thinking’. The program builds on the HRD aspects of the Total CVM studies at the Tata and Godrej Groups. Most concepts are new, and are being globalised by Total CVM
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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Journal of Creating Value Newsletter
1. MARCH 22, 2015
JOURNAL OF CREATING VALUE
NEWSLETTER
VOLUME 1, NUMBER 1
Visit the Journal
of Creating Value
Visit Customer
Value Creation
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(CVCI)
LinkedIn
Discussion Group
for Journal of
Creating Value.
Join if you are
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member.
From the Editor
The Journal will debut in May 2015, and will be published by Sage Publications.
We continue to look for authors and articles for the 2nd
and third issues. The
deadline for the second issue is May 15, 2015. Articles can be mailed to
Gautam.Mahajan@gmail.com . The submission guidelines are available on
www.JournalofCreatingValue.org
The second issue is to be released in November 2015.
We also solicit book reviews, courses in Customer Value and Value Creation, and in
news and interviews.
We are also looking for partners around the world to help us launch the Journal. We
are happy to partner with existing events.
Creating Value and Customer Value courses are
becoming more common
Creating Shared Value at Harvard Business School
Teaches: This innovative new strategy program, developed and led by HBS faculty
chair Michael E. Porter, along with Mark R. Kramer and Allen S. Grossman, brings
together senior business leaders to examine strategies for addressing society's
challenges through profitable business models. Going beyond social responsibility,
philanthropy, and sustainability, Shared Value represents a new way to achieve
economic success.
Univ : Catolica Lisbon, Assoc Prof Ilídio Barreto
Strategic Management and Value Creation
What is really important in management?
What is value creation?
Why are some companies more successful than others?
What are the main models for value creation?
How can the external context be analyzed effectively?
How can core competencies and dynamic capabilities be identified?
How can excellent formulation of strategy be achieved?
How are the foundations of competitive advantage built?
How can value creation be measured?
2. IIT Mandi: Gautam Mahajan to deliver course
Using Engineering to Create Value: Making Engineers more employable and
useful to industry
This is a one credit course to help students bundle what they have learnt in their
studies at IIT Mandi to create value for themselves, and their future employers. How
can they use this knowledge to stand out and make a difference in the corporate
world and to society? How do they use their engineering knowledge gainfully?
The course will define value and how to create it and give practical examples of
using engineering knowledge, of focusing in on the real and fundamental issues and
providing solutions to create value. The students’ awareness will be enhanced to
ready him for leaving IIT.
This course will equip students for the business and real world, and put together
what corporates require, and how the students can understand the work-world, and
create value, and how they can utilize their engineering skills usefully, and where to
turn for more information and knowledge. We would also use faculty members and
outsiders with their own experiences at entry level on expectations from companies
and how to handle them.
Planning Underway for Conference in September
The Journal of Creating Value will work with Customer Value Creation International
(CVCI) to hold a conference in the UK September of 2015. Both the Journal of
Creating Value and CVCI have plans to work closely together going forward to join
forces in bringing international awareness and support to Value Creation. If you feel
your city would like to host a similar conference, contact Gautam Mahajen. You can
also visit CVCI at www.customervaluecreation.org for more information on other
programs and join the association.