The SIMMETHOD algorithms review businesses and stockholders decisions across industries and build industry-agnostic indices and leading indicators in order to identify, measure, correlate and predict your strengths, weaknesses, risks and opportunities against your current and potential future competitors from inside or outside your industry. The SIMMETHOD Algorithms convert raw data into industry-agnostic performance predictive indices enabling you to set up unique leading indicators against SIMMETHOD’s Global Success Metrics Database covering sales, profits, assets, Human Resources, overheads, social media, business models, business growth and resource management. The key to SIMMETHOD’s algorithms is the way in which unrelated performance indicators are combined adherent to the 7 Laws of Best Practices, Growth and Value Creation in order to calculate the gap between your business and the Best-in-Class across multiple industries. This gap to the SIMMETHOD Best-in-Class usually highlights inefficient business models or work practices, execution that is not aligned to strategy and disconnected C-Level analytics. Early detection of the gap to the SIMMETHOD Best-In-Class enables a business to take corrective action to ensure that strategy and execution will lead to Best-In-Class performance. The SIMMETHOD algorithms and industry agnostic indices rate your management decisions and competitive advantage in relation to your peers and the Best-In-Class

1. SIMMETHOD™
C-Level Risk and Performance
Alerts
Measuring Your Strategy/Execution Gap
to Your Peers and the Best-In-Class as
Predictor of Your Future Risk and
Performance
12/28/2013
WWW.SIMMETHOD.COM
1

2. SIMMETHOD™
Risk and Opportunity Alerts
12/28/2013
WWW.SIMMETHOD.COM
2

3. SIMMETHOD™
•
12/28/2013
C-Level Strategy and
Execution Performance
Predictive Indices and Value
Creation Correlations
WWW.SIMMETHOD.COM
3

4. SIMMETHOD’s C-Level View
The C-Level view is designed for C-Level Executives in
every Industry, it is risk and performance predictive
and answers the following questions:
• How to measure and predict your corporate risk
and performance in multiple industries?
• How effective is your management team, business
model and strategy/execution?
• How to measure the gap between your business
and the Best-In-Class in multiple industries?
12/28/2013
WWW.SIMMETHOD.COM
4

5. SIMMETHOD’s C-Level View
• How to align your analytics software and
projects to business performance?
• How to measure and compare your
competitive advantage against the Best-InClass in multiple industries?
• How to design value-chain leading indicators
and risk alerts to fend-off new competitors
coming from different industries?
12/28/2013
WWW.SIMMETHOD.COM
5

6. C-Level Holistic Performance Predictive
and Risk Reduction Indices
The following graphs show:
• The transformation of hard-to-compare
enterprise and industry-raw data into
SIMMETHOD ‘s Performance Predictive
Indices and Risk/Opportunities Alerts.
12/28/2013
WWW.SIMMETHOD.COM
6

7. SIMMETHOD’s C-Level View
Strategy/Execution index
Management Controllable
Index
C-Level View
Business Model Index
Value Creation Index
12/28/2013
WWW.SIMMETHOD.COM
7

8. SIMMETHOD™ Strategy/Execution
Performance Predictive Index
• The SIMMETHOD™ Strategy/Execution
Performance Predictive Index ranks your
performance and your ability to design
and execute a strategy within your
business, value chain, industry and a
range of industries.
12/28/2013
WWW.SIMMETHOD.COM
8

9. NHN
Visa
Apple
Mastercard
Checkpoint
Baidu
Infosys
Netease
Google
Yahoo
Cognizant
Priceline
Tata Services
Cielo
Intuit
AOL
Paychex
Wipro
Vmware
Aggreko
Accenture
Experian
Dassault
HCL
Moody's
Oracle
Citrix
LinkedIn
Microsoft
Amadeus
SAP
H & R Block
DKSH
IBM
Salesforce
Amazon
Ebay
Teradata
The SIMMETHOD™ 2013 Best-In-Class
Enterprise Holistic Performance and Risk View
60
SIMMETHOD Strategy /Execution Performance
Predictive Index
50
40
30
20
10
0
12/28/2013
WWW.SIMMETHOD.COM
9

10. 0
-5
-10
-15
-20
Adobe
Brambles
Thomas Cook
Verisk Analytics
EMC
Automatic Data
Facebook
Honeywell…
Randstad
Compal Elecronics
HP
Western Union
Quanta Computer
Alliance
United Technology
Innolux
CA
Fiserv
Sodexco
Tui
NetApp
Manpower
Dell
Computer Sciences
Fidelity National…
Adecco
Symantec
Capgemini
Atos
Expedia
American Express
SIMMETHOD’s 2013 Negative Score
Enterprise Holistic Performance and Risk View
SIMMETHOD Strategy /Execution Performance
Predictive Index
-25
-30
-35
-40
-45
12/28/2013
WWW.SIMMETHOD.COM
10

11. The SIMMETHOD Management
Controllable Resources Index
• The SIMMETHOD™ Management Controllable
Index is based on a basket of strategically placed
sensors in the business processes and resources
under management control.
• The ongoing feedback from the management
sensors acts as a GPS extending your line of
vision to your value chain enabling you to
receive early warnings of threats, opportunities
and the risk associated with your decisions.
12/28/2013
WWW.SIMMETHOD.COM
11

12. Apple
NHN
Checkpoint
Infosys
Visa
AOL
Netease
Mastercard
Baidu
Cognizant
Accenture
Yahoo
Thomas Cook
Tata Services
DKSH
Google
HCL
Wipro
Intuit
LinkedIn
Paychex
Aggreko
Cielo
Priceline
Amazon
Citrix
Dassault
Vmware
Amadeus
IBM
Microsoft
Compal Elecronics
Innolux
Moody's
Experian
The SIMMETHOD™ 2013 Best-In-Class
Enterprise Holistic Performance and Risk View
SIMMETHOD Management Controllable Resources
Index
35
30
25
20
15
10
5
0
12/28/2013
WWW.SIMMETHOD.COM
12

13. 0
-5
-10
-15
Oracle
Brambles
H & R Block
HP
EMC
Quanta Computer
Randstad
Salesforce
Automatic Data
SAP
Honeywell…
Ebay
Sodexco
Teradata
Tui
Manpower
Adobe
Computer Sciences
Dell
Alliance
United Technology
Western Union
CA
Capgemini
Adecco
Fiserv
Verisk Analytics
Facebook
NetApp
Atos
Fidelity National…
Symantec
American Express
Expedia
SIMMETHOD’s 2013 Negative Score
Enterprise Holistic Performance and Risk View
SIMMETHOD Management Controllable Resources
Index
-20
-25
-30
-35
12/28/2013
WWW.SIMMETHOD.COM
13

14. SIMMETHOD™ Best-In-Class Enterprise Holistic
Performance and Risk View
The following graphs show:
• The correlation between resources under your
control (SIMMETHOD™ Management
Controllable Resources Index) and the
performance of your business.
• In other words, a positive/negative ranking in
the SIMMETHOD™ Management Controllable
Resources Index correlates to a positive/
negative ranking in the SIMMETHOD™ Value
Creation Index.
12/28/2013
WWW.SIMMETHOD.COM
14

15. SIMMETHOD’s 2013 Best-In-Class Enterprise Holistic
Performance and Risk View
(Correlation between Management Controllable Resources and Value
Creation Indices)
40
SIMMETHOD
Management
Controllable
Resources
Index
30
20
SIMMETHOD
Value Creation
Index
10
-10
-20
Apple
NHN
Checkpoint
Infosys
Visa
AOL
Netease
Mastercard
Baidu
Cognizant
Accenture
Yahoo
Thomas Cook
Tata Services
DKSH
Google
HCL
Wipro
Intuit
LinkedIn
Paychex
Aggreko
Cielo
Priceline
Amazon
Citrix
Dassault
Vmware
Amadeus
IBM
Microsoft
Compal Elecronics
Innolux
Moody's
Experian
0
-30
12/28/2013
WWW.SIMMETHOD.COM
15

16. -5
-10
-15
-20
-25
Oracle
Brambles
H & R Block
HP
EMC
Quanta Computer
Randstad
Salesforce
Automatic Data
SAP
Honeywell International
Ebay
Sodexco
Teradata
Tui
Manpower
Adobe
Computer Sciences
Dell
Alliance
United Technology
Western Union
CA
Capgemini
Adecco
Fiserv
Verisk Analytics
Facebook
NetApp
Atos
Fidelity National Information
Symantec
American Express
Expedia
SIMMETHOD’s 2013 Negative Score Enterprise
Holistic Performance and Risk View
(Correlation between the Management Controllable Resources and
the Value Creation Indices)
20
15
10
5
0
12/28/2013
WWW.SIMMETHOD.COM
SIMMETHOD
Management
Controllable
Resources
Index
SIMMETHOD
Value Creation
Index
-30
-35
16

17. SIMMETHOD™ Business Model Holistic
Enterprise Performance and Risk View
The battle of the Business Models:
• In the new business landscape, industries are
interlinked, competitors come from different
industries with different cost structures,
processes and Business Models, decisionmaking risk is maximized, value is gravitating
towards the entire value-chain and
intangibles play an ever increasing role as a
lever of growth and value creation.
12/28/2013
WWW.SIMMETHOD.COM
17

18. SIMMETHOD™ Business Model Holistic
Enterprise Performance and Risk View
In today’s market the key question is not In
which industry are you in but
• what is your business model?
• The level of resources your business model
needs in relation to current and future
competitors
• How much value is your business model
creating in relation to your competitors?
12/28/2013
WWW.SIMMETHOD.COM
18

19. -10
NHN
Apple
Baidu
AOL
Infosys
Netease
Checkpoint
Cielo
Aggreko
Yahoo
Mastercard
Cognizant
IBM
Moody's
Amadeus
Experian
Visa
Wipro
HCL
Accenture
Google
Oracle
Brambles
Intuit
Priceline
Tata Services
DKSH
HP
Thomas Cook
H & R Block
Microsoft
Paychex
Quanta Computer
Teradata
Dassault
Western Union
Compal Elecronics
SIMMETHOD’s 2013 Best-In-Class Enterprise Holistic
Performance and Risk View
(Correlation between Minimum Company Business Model and Value
Creation Indices)
30
20
10
SIMMETHOD
Minimum
Company
Busimess
Model Index
0
12/28/2013
WWW.SIMMETHOD.COM
SIMMETHOD
Value
Creation
Index
-20
-30
19

20. -5
-10
-15
-20
Innolux
United Technology
Alliance
Vmware
Computer Sciences
Fiserv
Honeywell International
SAP
Verisk Analytics
Amazon
Citrix
Sodexco
Randstad
Tui
Adobe
Ebay
EMC
Dell
CA
Fidelity National Information
LinkedIn
Capgemini
Manpower
Adecco
NetApp
Salesforce
Symantec
Automatic Data
Atos
American Express
Facebook
Expedia
SIMMETHOD’s 2013 Negative Score Enterprise Holistic
Performance and Risk View
(Correlation between Minimum Company Business Model and
Value Creation Indices)
15
10
5
0
12/28/2013
WWW.SIMMETHOD.COM
SIMMETHOD
Minimum
Company
Busimess
Model Index
SIMMETHOD
Value Creation
Index
-25
-30
20

21. SIMMETHOD’s Case Studies
Industry and Business Trends
SIMMETHOD’s Case Studies
Industry and Business
Trends
12/28/2013
WWW.SIMMETHOD.COM
21

22. SIMMETHOD™
Industry Trends
• Are you mistaking any positive growth
for real competitive advantage?
• When your rate of improvement is
slower than the SIMMETHOD Best-InClass you are at risk
12/28/2013
WWW.SIMMETHOD.COM
22

23. SIMMETHOD’s Industry and Business
Trends
• The following graphs show general industry
trends as reflected by the C-Level indices and
Business trends across the major C-Level and
functional indices.
• The trends provide a strong predictive
indication of how and where the industry is
heading and the competitive position of its
major players
12/28/2013
WWW.SIMMETHOD.COM
23

24. SIMMETHOD’s Industry Trends
Is the gap to the Best-In-Class narrowing?
Top 50%
25
20
15
2012
10
2013
5
0
SIMMETHOD Management
Controllable Resources
Index
12/28/2013
SIMMETHOD Strategy
/Execution Performance
Predictive index
WWW.SIMMETHOD.COM
SIMMETHOD Minimum
Company Business Model
Index
24

25. SIMMETHOD’s Industry Trends
Is the gap to the Best-In-Class narrowing?
Bottom 50%
SIMMETHOD Minimum Company
Business Model Index
2013
SIMMETHOD Strategy /Execution
Performance Predictive Index
2012
SIMMETHOD Management Controllable
Resources Index
-25
12/28/2013
-20
-15
-10
WWW.SIMMETHOD.COM
-5
0
25

26. From Predictive to Prescriptive
Business and Competitive Intelligence
C-Level view
• The Strategy/Execution Performance
Predictive Index trend shows that the gap
between the Low Performers and the Best-InClass is narrowing. That is to say, the score of
the Low Performers is (slightly) improving in
relation to the Best-In-Class.
12/28/2013
WWW.SIMMETHOD.COM
26

27. From Predictive to Prescriptive
Business and Competitive Intelligence
• The next steps are to find out both at the C-Level
and functional level from where the
improvement of the Low Performers in relation
to the Best-In-Class is coming from?
• Is it a business model improvement? Is
management getting better at resource
management?
• Are the functional view Indices providing any
clue regarding the narrowing of the
performance gap to the Best-In-Class?
12/28/2013
WWW.SIMMETHOD.COM
27

28. From Predictive to Prescriptive
Business and Competitive Intelligence
C-Level view
• The Minimum Company Business Model
shows that Low Performers are redesigning
their business models in order to narrow the
gap to the Best-In-Class performers. For the
Best-In-Class, it potentially signals increasing
competition from a larger pool of businesses.
12/28/2013
WWW.SIMMETHOD.COM
28

29. SIMMETHOD’s Case Studies: Business Trends
Across the Major Indices – 2012 to 2013
In the following case studies, the gap
between the 2012 and the 2013 graphs
show the areas of the business where
competitive advantage is being gained
or lost in relation to peers and the BestIn-Class as early predictors of future
performance.
12/28/2013
WWW.SIMMETHOD.COM
29

30. SIMMETHOD’s C-Level Indices
Business Trends 2012-2013
Salesforce and the Best-In-Class
25
20
15
Salesforce continued to create business value even when
its business model and management controllable
resources indices went on opposite directions with the
consequent decrease in competitive advantage
10
salesforce
2012
Salesforce
2013
Average
2013 BIC
5
0
-5
-10
SIMMETHOD SIMMETHOD Value SIMMETHOD
Management
Creation Index
Minimum
Controllable
Company Business
Resources index
Model index
-15
SIMMETHOD
Strategy/
Execution
Performance
Predictive index
-20
12/28/2013
WWW.SIMMETHOD.COM
30

31. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
15
10
Areas where competitive advantage against
peers and the B-I-C is being gained or lost
salesforce
2012
Salesforce
2013
5
0
-5
-10
-15
-20
12/28/2013
WWW.SIMMETHOD.COM
31

32. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
VMware and the Best-In-Class
25
20
15
Although Vmware’s Minimum Company
Business Model Index is negative, it is creating
value above B-I-C level and its control of
resources and Strategy/Execution Performance
Predictive Indices are healthy
10
Vmware 2012
Vmware 2013
5
Average 2013 BIC
0
-5
SIMMETHOD
Management
Controllable
Resources index
-10
12/28/2013
SIMMETHOD
Value Creation
Index
SIMMETHOD
SIMMETHOD
Minimum
Strategy/
Company
Execution
Business Model
Performance
index
Predictive index
WWW.SIMMETHOD.COM
32

33. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
25
20
15
Areas where competitive
advantage against peers and BestIn-Class is being gained or lost
Vmware 2012
10
Vmware 2013
5
0
-5
-10
12/28/2013
WWW.SIMMETHOD.COM
33

34. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
Apple and the Best-In-Class
60
Apple is outperforming the B-I-C in every
C-Level Index
50
Apple 2012
40
Apple 2013
30
20
Average 2013
Best-In-Class
10
0
SIMMETHOD
Management
Controllable
Resources index
12/28/2013
SIMMETHOD Value
SIMMETHOD
SIMMETHOD
Creation Index
Minimum Company Strategy/ Execution
Business Model
Performance
index
Predictive index
WWW.SIMMETHOD.COM
34

35. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
60
50
40
30
Areas where competitive
advantage against peers and
the Best-In-Class is being
gained or lost
20
Apple
2012
Apple
2013
10
0
12/28/2013
WWW.SIMMETHOD.COM
35

36. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
Google and the Best-In-Class
40
35
30
Google is outperforming the Best-In-Class on
every C-Level Index
25
20
Google
2012
Google
2013
15
10
5
0
SIMMETHOD
SIMMETHOD Value
SIMMETHOD
SIMMETHOD
Management
Creation Index Minimum Company Strategy/ Execution
Controllable
Business Model
Performance
Resources index
index
Predictive index
12/28/2013
WWW.SIMMETHOD.COM
Average
2013 BestIn-Class
36

37. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
40
35
30
25
20
Areas where competitive
advantage against peers
and the B-I-C are being
gained or lost
Google
2012
15
10
Google
2013
5
0
-5
12/28/2013
WWW.SIMMETHOD.COM
37

38. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
IBM and the Best-In-Class
20
18
16
14
12
An improvement in the Management Controllable
Resources and Business Model indices against the Best-InClass shows a positive trend likely to be translated into a
positive Strategy/Execution Performance Predictive Index
for 2014
IBM 2012
10
8
IBM 2013
6
4
2
0
SIMMETHOD
Management
Controllable
Resources index
12/28/2013
SIMMETHOD Value
SIMMETHOD
SIMMETHOD
Creation Index
Minimum Company Strategy/ Execution
Business Model
Performance
index
Predictive index
WWW.SIMMETHOD.COM
Average
2013 BestIn-Class
38

39. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
12
10
8
IBM’s positive trend on the C-Level
indices is driven by a combination of the
Assets and HR indices against the B-I-C
6
IBM
2012
4
IBM
2013
2
0
-2
-4
-6
12/28/2013
WWW.SIMMETHOD.COM
39

40. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
SAP and the Best-In-Class
35
30
25
20
SAP Value Creation Index above the B-I-C shows
that the market is confident on SAP’s ability to
improve its business model and management’s
control of resources against the B-I-C
SAP’s Value
Creation is
above B-I-C
SAP 2012
15
SAP 2013
10
5
0
-5
-10
SIMMETHOD SIMMETHOD Value SIMMETHOD
Management
Creation Index
Minimum
Controllable
Company Business
Resources index
Model index
12/28/2013
WWW.SIMMETHOD.COM
SIMMETHOD
Strategy/
Execution
Performance
Predictive index
Average 2013
Best-In-Class
40

41. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
35
30
25
20
15
SAP’s Overheads and HR
indices are driving the
performance against peers and
SIMMETHOD’s B-I-C down
SAP
2012
10
SAP
2013
5
0
-5
-10
12/28/2013
WWW.SIMMETHOD.COM
41

42. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
LinkedIn and the Best-In-Class
25
20
15
LinkedIn’s performance predictive
improvement is driven by improvements on
the Management Controllable Resources
and Value Creation indices
LinkedIn
2012
LinkedIn
2013
10
5
Average 2013
Best-In-Class
0
-5
-10
SIMMETHOD
Management
Controllable
Resources index
SIMMETHOD Value
SIMMETHOD
SIMMETHOD
Creation Index Minimum Company Strategy/ Execution
Business Model
Performance
index
Predictive index
-15
12/28/2013
WWW.SIMMETHOD.COM
42

43. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
15
10
5
The improvement in
the Performance
Predictive Index is
driven by the Sales,
Assets and Cash/debt
Indices
LinkedIn
2012
LinkedIn
2013
0
-5
-10
-15
12/28/2013
WWW.SIMMETHOD.COM
43

44. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
Oracle and the Best-In-Class
30
25
20
Oracle’s C-level indices are positive
except the Management
Controllable Index that shows that
too many resources are needed to
achieve objectives
Oracle 2012
15
Oracle 2013
10
5
0
-5
SIMMETHOD
Management
Controllable
Resources index
12/28/2013
SIMMETHOD Value
SIMMETHOD
SIMMETHOD
Creation Index Minimum Company Strategy/ Execution
Business Model
Performance
index
Predictive index
WWW.SIMMETHOD.COM
Average 2013
Best-In-Class
44

45. SIMMETHOD’s Business Trends Across
the Major Indices – 2012 to 2013
30
25
20
15
10
Oracle’s drop in the Strategy/
Execution Performance Predictive
Index is driven by drops in the Sales,
Assets, Overheads and HR indices in
relation to its peers and the
SIMMETHOD Best-In-Class
Oracle
2012
5
Oracle
2013
0
-5
12/28/2013
WWW.SIMMETHOD.COM
45

46. SIMMETHOD’s C-Level Indices Business Trends
2012-2013
Microsoft and the Best-In-Class
35
30
25
Microsoft drop in the Strategy/ Execution
performance predictive index is driven by
drops in the Management Controllable
Resources and Business Model indices
Microsoft
2012
20
Microsoft
2013
15
10
5
0
SIMMETHOD
Management
Controllable
Resources index
12/28/2013
SIMMETHOD Value
Creation Index
SIMMETHOD
SIMMETHOD
Minimum Company Strategy/ Execution
Business Model index
Performance
Predictive index
WWW.SIMMETHOD.COM
Average
2013 BestIn-Class
46

47. SIMMETHOD’s Business Trends Across the
Major Indices – 2012 to 2013
35
30
25
20
15
10
Drops against the B-I-C in the
Assets, overheads and HR
indices have triggered a drop
in the Strategy/Execution
Performance Predictive Index
Microsoft
2012
5
Microsoft
2013
0
-5
12/28/2013
WWW.SIMMETHOD.COM
47

48. SIMMETHOD’s Case Studies
Competitive Intelligence
C-Level View
SIMMETHOD’s Case
Studies: Business
Competitive Intelligence
12/28/2013
WWW.SIMMETHOD.COM
48

49. SIMMETHOD Competitive Intelligence
In a market where industry-barriers
have collapsed and new competitors
can come from any industry, how do
you measure and predict your
future risk and performance and
fend-off current and future
competitors?
12/28/2013
WWW.SIMMETHOD.COM
49

50. SIMMETHOD Competitive Intelligence
SIMMETHOD’s Strategy/Execution Performance
Predictive Indices:
• Rate your management’s ability to strategize
and execute against its peers and the Best-InClass,
• Show the strengths and weaknesses of your
Business in relation to your peers, current and
potential future competitors and
• Are a predictive indication of future
threats/opportunities from within and outside
your industry.
12/28/2013
WWW.SIMMETHOD.COM
50

51. SIMMETHOD Competitive Intelligence
• In a constantly fluctuating Market and unlike
static ratios that do not capture the dynamic
relationships between Businesses and Value
Chains, SIMMETHOD™ industry-agnostic
composite indices measure the interactive
relationships (competitive advantage)
between Businesses and Value Chains across
every Business Sector and provide early
warning alerts of future threats and
opportunities.
12/28/2013
WWW.SIMMETHOD.COM
51

52. SIMMETHOD Competitive Intelligence
2013
50
40
30
Is Business risk and performance driven by
Management decisions or external
circumstances beyond Management control?
American
Express
20
10
Visa
0
-10
-20
-30
SIMMETHOD
SIMMETHOD
SIMMETHOD
SIMMETHOD
Management Value Creation
Minimum
Strategy/
Controllable
Index
Company
Execution
Resources index
Business Model Performance
index
Predictive index
Mastercard
-40
-50
12/28/2013
WWW.SIMMETHOD.COM
52

53. SIMMETHOD Competitive Intelligence
2013
50
40
30
20
There is a strong correlation
between the Management
Controllable and the Value
Creation indices
American
Express
10
Visa
0
-10
Mastercard
-20
-30
-40
-50
12/28/2013
WWW.SIMMETHOD.COM
53

54. SIMMETHOD Competitive Intelligence
2013
30
20
10
Competing against your peers in
your industry or the
SIMMETHOD Best-In-Class could
be a different proposition.
SIMMETHOD
Management
Controllable Resources
index
SIMMETHOD Value
Creation Index
0
SIMMETHOD
Minimum Company
Business Model index
-10
-20
SIMMETHOD Strategy/
Execution
Performance
Predictive index
-30
-40
12/28/2013
WWW.SIMMETHOD.COM
54

55. SIMMETHOD Competitive Intelligence
2013
20
10
LinkedIn’s Sales &
Overheads indices show
weaknesses against
peers and the B-I-C
Randstad
0
Manpower
-10
Adecco
-20
LinkedIn
-30
-40
12/28/2013
LinkedIn’s strong HR & Cash/Debt Index performance is
driving its positive Management Controllable Resources
and Strategy/Execution Performance Predictive indices
WWW.SIMMETHOD.COM
55

56. SIMMETHOD Competitive Intelligence
2013
40
30
20
SIMMETHOD ‘s industry agnostic
indices show strengths and
weaknesses against peers and B-I-C
as leading indicators of future risk
and performance
Facebook
LinkedIn
10
0
Yahoo
-10
AOL
-20
-30
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57. SIMMETHOD Competitive Intelligence
2013
40
30
20
The SIMMETHOD indices are
not deterministic. Enterprises
that act on their leading
indicators will improve their
performance against the B-I-C
10
Facebook
LinkedIn
0
Yahoo
-10
AOL
-20
-30
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58. SIMMETHOD Competitive Intelligence
2013
30
20
Dell
10
HP
0
-10
SIMMETHOD SIMMETHOD Value SIMMETHOD
Management
Creation Index
Minimum
Controllable
Company Business
Resources index
Model index
-20
SIMMETHOD
Strategy/
Execution
Performance
Predictive index
Average
2013 BestIn-Class
-30
-40
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59. SIMMETHOD Competitive Intelligence
2013
10
5
0
-5
Dell
-10
-15
HP
-20
-25
-30
In this graph we can see what is driving the
Performance Predictive Index and the strengths
and weaknesses of Dell and HP
-35
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60. SIMMETHOD Competitive Intelligence
2013
25
20
Each SIMMETHOD C-Level index provides
objective insights into your strategy/execution
against your peers and the Best-in-Class
SIMMETHOD
Management
Controllable
Resources index
15
SIMMETHOD Value
Creation Index
10
5
0
-5
LinkedIn
2013
Oracle 2013
SAP 2013
IBM 2013 Average 2013
Best-In-Class
SIMMETHOD
Minimum Company
Business Model
index
SIMMETHOD
Strategy/ Execution
Performance
Predictive index
-10
-15
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61. SIMMETHOD Competitive Intelligence
2013
20
15
10
Each company has
distinctive areas of
competitive advantage
against peers and the
Best-In-Class
LinkedIn
Oracle
5
0
SAP
-5
-10
IBM
-15
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62. SIMMETHOD Competitive Intelligence
2013
50
The SIMMETHOD algorithm and industry
agnostic indices rate your management
decisions and competitive advantage in
relation to your peers and the Best-In-Class
40
SIMMETHOD
Management
Controllable
Resources index
SIMMETHOD Value
Creation Index
30
20
SIMMETHOD
Minimum Company
Business Model index
10
0
Apple
Google
Microsoft
Amazon
Average 2013
Best-In-Class
SIMMETHOD
Strategy/ Execution
Performance
Predictive index
-10
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63. SIMMETHOD Competitive Intelligence
2013
50
40
30
20
Apple’s strength in the
Management Controllable Index
shows effective resource
management. Google shows a
strong ability to convert
resources into Best-In-Class
performance
Apple
Google
10
0
Microsoft
-10
Amazon
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64. SIMMETHOD’s Disclaimer
• The purpose of the SIMMETHOD
Strategy/Execution Performance Predictive
Index, Reports and Risk/Opportunities Alerts
is not to make a Business right or wrong but
rather contribute towards the understanding
of management actions in comparison to
industry peers and the SIMMETHOD Best-InClass.
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65. SIMMETHOD’s Disclaimer
• SIMMETHOD’s Strategy/Execution
Performance Predictive indices, metrics and
risk/opportunities alerts do not seek to be
exact but rather serve as a conduit to ask
better questions and seek better answers in
the performance improvement, risk
minimization and value creation journey.
WWW.SIMMETHOD.COM
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65

66. SIMMETHOD’s Disclaimer
• Sometimes, the value of a metric in itself
does not provide the greatest of insights, but
valuable actionable knowledge is gained
from its ability to provide a trend or a
common comparison yardstick with other
Businesses across a range of industries.
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67. SIMMETHOD’s Disclaimer
• This report is for informational purpose only
and SIMMETHOD shall not be liable for the
contents of the report or risk/opportunities
alerts or for any damage incurred or alleged
to be incurred to any of the Businesses
included in the Report as a result of its
content
WWW.SIMMETHOD.COM
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68. SIMMETHOD’s Algorithms
The SIMMETHOD algorithms review businesses
and stockholders decisions across industries
and build industry-agnostic indices and leading
indicators in order to:
• Identify, measure, correlate and predict your
strengths, weaknesses, risks and opportunities
against your current and potential future
competitors from inside or outside your
industry.
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69. SIMMETHOD’s Algorithms
• SIMMETHOD’s Algorithms convert raw data
into industry-agnostic performance
predictive indices enabling you to set up
unique leading indicators against
SIMMETHOD’s Global Success Metrics
Database covering sales, profits, assets,
Human Resources, overheads, social media,
business models, business growth and
resource management.
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70. SIMMETHOD’s Algorithms
• The key to SIMMETHOD’s algorithms is
the way in which unrelated
performance indicators are combined
adherent to the 7 Laws of Best Practices,
Growth and Value Creation in order to
calculate the gap between your business
and the Best-in-Class across multiple
industries
WWW.SIMMETHOD.COM
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71. SIMMETHOD’s Algorithms
• This gap to the SIMMETHOD
Best-in-Class usually highlights
inefficient business models or
work practices, execution that is
not aligned to strategy and
disconnected C-Level analytics.
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72. SIMMETHOD’s Algorithms
• Early detection of the gap to the
SIMMETHOD Best-In-Class
enables a business to take
corrective action to ensure that
strategy and execution will lead
to Best-In-Class performance.
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73. SIMMETHOD™
Risk and Opportunities Alerts
SIMMETHOD receives over
115,000 business readers and
has been “hot on LinkedIn,
Twitter and Facebook” 42 times.
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74. Jorge Oscar Tabacman
jtabacman@gmail.com
Twitter ID: SIMMETHOD
SIMMETHOD™
A new way to measure and predict
the risk and performance of your
business and alert you of new threats
and opportunities
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