This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.
Seminar 4 - From Business Idea to Business Model
OK, so you have a great business idea but is it a viable business?
It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
I made resume ini shareable format (PDF) from article Tangui Catlin, Jay Scanlan, & Paul Wilmoot (they are from McKinsey) titled "Raising Your Digital Quotient".
I hope this file can be shared to anyone that need it. You can read how McKinsey can estimates your company related to DQ (Digital Quotient).
---------------------
With the pace of change in the world accelerating around us, it can be hard to remember that the digital revolution is still in its early days. Massive changes have come about since the packet-switch network and the microprocessor were invented, nearly 50 years ago. A look at the rising rate of discovery in fundamental R&D and in practical engineering leaves little doubt that more upheaval is on the way.
For incumbent companies, the stakes continue to rise. From 1965 to 2012, the “topple rate,” at which they lose their leadership positions, increased by almost 40 percent1 as digital technology ramped up competition, disrupted industries, and forced businesses to clarify their strategies, develop new capabilities, and transform their cultures. Yet the opportunity is also plain. McKinsey research shows that companies have lofty ambitions: they expect digital initiatives to deliver annual growth and cost efficiencies of 5 to 10 percent or more in the next three to five years.
Startup Secrets presents a lecture on how to build a compelling value proposition. Learn about stories, the information necessary, and the questions to ask yourself about how to show people you're worth the money!
This is the pricing model innovation canvas to help innovators and marketers make better decisions with pricing model design. The work is based on many years of research and testing. It fits in well with the Strategyzer business model canvas and the Lean Canvas. It is very adapted for new business models in digital and data-driven offers.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.
Seminar 4 - From Business Idea to Business Model
OK, so you have a great business idea but is it a viable business?
It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
I made resume ini shareable format (PDF) from article Tangui Catlin, Jay Scanlan, & Paul Wilmoot (they are from McKinsey) titled "Raising Your Digital Quotient".
I hope this file can be shared to anyone that need it. You can read how McKinsey can estimates your company related to DQ (Digital Quotient).
---------------------
With the pace of change in the world accelerating around us, it can be hard to remember that the digital revolution is still in its early days. Massive changes have come about since the packet-switch network and the microprocessor were invented, nearly 50 years ago. A look at the rising rate of discovery in fundamental R&D and in practical engineering leaves little doubt that more upheaval is on the way.
For incumbent companies, the stakes continue to rise. From 1965 to 2012, the “topple rate,” at which they lose their leadership positions, increased by almost 40 percent1 as digital technology ramped up competition, disrupted industries, and forced businesses to clarify their strategies, develop new capabilities, and transform their cultures. Yet the opportunity is also plain. McKinsey research shows that companies have lofty ambitions: they expect digital initiatives to deliver annual growth and cost efficiencies of 5 to 10 percent or more in the next three to five years.
Startup Secrets presents a lecture on how to build a compelling value proposition. Learn about stories, the information necessary, and the questions to ask yourself about how to show people you're worth the money!
This is the pricing model innovation canvas to help innovators and marketers make better decisions with pricing model design. The work is based on many years of research and testing. It fits in well with the Strategyzer business model canvas and the Lean Canvas. It is very adapted for new business models in digital and data-driven offers.
Project Management Office (PMO) for Management ConsultantsAsen Gyczew
What is the aim of this course?
Sometimes to create value in the firm or manage a huge number of complicated projects you have to set up Project Management Office (PMO). PMO is responsible for making sure that all strategic projects will be delivered on time. PMO has to also analyze and select projects and support project managers in managing project delivery. Building and running PMO is pretty difficult, especially when it comes to selecting the right projects and later on implementing them. I will teach you in this course how to do it efficiently. We will look at different types of PMO set-up for different purposes. In this course you will learn:
1. In what situation PMO is used and how its goals differ depending on the situation
2. How to select the right projects to implement using PMO
3. What PMO deliverables you will have to create
4. What tools you can use to run the PMO efficiently
Executing value creation plans to maximize returnsEY
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists. To view that webcast, please go to: http://bit.ly/Xj4EIA
Executing value creation plans to maximize returns
Hosted by Ernst & Young LLP Transaction Advisory Services
Publication date: Tuesday, 2 April 2013
Leading private equity firms are maximizing investment returns by developing value creation insights before making a purchase, and executing a value creation plan from the beginning of the holding period through to exit.
Companies that faithfully execute their value creation plans throughout the investment lifecycle can enhance returns and outperform their peer group when they sell.
A panel of Ernst & Young LLP professionals and special guests discussed:
Value creation drivers
Possible steps for maximizing returns at exit
You are welcome to join the on-demand version of this interactive discussion by going to: http://bit.ly/Xj4EIA
This webcast is part an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
Sharing the main lessons from some of my learning experiences in 2015.
Covering insights related to Product Management, User Experience, Cities and some other areas.
Will write in detail on Medium.com about aspects of the top clipped slides of this slideshare.
What investors are looking for in your pitch deck Infocrest
For raising money for your business, having an
impressive pitch deck is an essential component. A great pitch deck gets potential investors excited about your idea and
engages them in a conversation about your business,
hopefully leading to investment. What are the key elements investors are looking in your pitch deck? Here is the answer
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Business Models:
- Runthrough of Osterwalder and Pigneurs "Business Model Canvas"
- 40 examples of online business models
Lecture at ITU class "Concept Development with Industry", February 15.
SaaS partnerships, business application marketplaces and ecosystem growth str...Judy Loehr
Secrets to successful SaaS product integrations and partnerships. Details how to select the right strategic partnership opportunities and leverage business application marketplaces to reach new customers.
Originally presented at Openview's 2017 Product Leadership Forum.
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
Dynamic Roadmap: Combining Strategy and Design Thinking1508 A/S
Our Morgenbooster "Dynamic Roadmap: Combining Strategy and Design Thinking" answering the question: What can strategists and design thinkers learn from each other?
Laicos is a technology Startup Studio led by Ryan Negri and Kyle Matthews. With 20 years combined operational and startup experience, Negri and Matthews want to shape the up-and-coming startup ecosystem of Tampa, Florida, developing their own ideas to create a new tech hub of innovation and entrepreneurship.
A “Startup Studio” is a structure whose aim is to repeatedly build products into companies. Thanks to its infrastructure and resources, a startup studio increase a product’s chance of success and optimize its creation and growth.
The difference between incubators/accelerators and Startup Studios is the vested human capital involved around an idea. At the core of the startups studio model are dedicated teams helping business ideas develop into beautiful products and successful companies.
Laicos’ flagship inaugural product, Fuse, is a social media management platform for the consumers and power users, with a simple price model and a clean and attractive UI. In addition, Laicos is developing four additional products: BusFinder, currently in beta version, an app utilizing data from the Tampa Public Transportation System; $1Market, to offer many different services to users for $1 dollar/mo, Order to Seat, for fans to order food to their seat while at a stadium or arena, and FoodStops, a food truck tracking app for consumers and marketing platform for vendors. In 20I7, we plan to work with other founders to help turn their ideas into reality.
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
We live in an era of persistent change and rising customer expectations. Brands that rise to the top are those that have found a way to be relevant in a world of continuous change. In this Chicago AMA BrandSmart speech by Scott Davis, Chief Growth Officer at Prophet, he discussed brands that are relentlessly relevant – those who position themselves with a commitment to meet customers on their own terms, push competitors out of consideration and redefine entire categories—all while being authentic.
Scott outlined four attributes that separate those that are building enduring, relentlessly relevant brands from those that aren't. He discussed the role of building a relevant brand in a digital world and how to ensure you’re creating meaningful, connected and engaging experiences with customers.
Many organizations struggle with content—the surprising volume needed, the lack of a central strategy, the huge investment in time and resources, inconsistent quality or voice, cross-silo logistics, new channel paralysis, or the seeming lack of attributable ROI. When harnessed correctly, however, and successfully connecting content to business and brand goals, content can be a valuable working asset build relevancy and grow your business.
Project Management Office (PMO) for Management ConsultantsAsen Gyczew
What is the aim of this course?
Sometimes to create value in the firm or manage a huge number of complicated projects you have to set up Project Management Office (PMO). PMO is responsible for making sure that all strategic projects will be delivered on time. PMO has to also analyze and select projects and support project managers in managing project delivery. Building and running PMO is pretty difficult, especially when it comes to selecting the right projects and later on implementing them. I will teach you in this course how to do it efficiently. We will look at different types of PMO set-up for different purposes. In this course you will learn:
1. In what situation PMO is used and how its goals differ depending on the situation
2. How to select the right projects to implement using PMO
3. What PMO deliverables you will have to create
4. What tools you can use to run the PMO efficiently
Executing value creation plans to maximize returnsEY
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists. To view that webcast, please go to: http://bit.ly/Xj4EIA
Executing value creation plans to maximize returns
Hosted by Ernst & Young LLP Transaction Advisory Services
Publication date: Tuesday, 2 April 2013
Leading private equity firms are maximizing investment returns by developing value creation insights before making a purchase, and executing a value creation plan from the beginning of the holding period through to exit.
Companies that faithfully execute their value creation plans throughout the investment lifecycle can enhance returns and outperform their peer group when they sell.
A panel of Ernst & Young LLP professionals and special guests discussed:
Value creation drivers
Possible steps for maximizing returns at exit
You are welcome to join the on-demand version of this interactive discussion by going to: http://bit.ly/Xj4EIA
This webcast is part an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
Sharing the main lessons from some of my learning experiences in 2015.
Covering insights related to Product Management, User Experience, Cities and some other areas.
Will write in detail on Medium.com about aspects of the top clipped slides of this slideshare.
What investors are looking for in your pitch deck Infocrest
For raising money for your business, having an
impressive pitch deck is an essential component. A great pitch deck gets potential investors excited about your idea and
engages them in a conversation about your business,
hopefully leading to investment. What are the key elements investors are looking in your pitch deck? Here is the answer
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Business Models:
- Runthrough of Osterwalder and Pigneurs "Business Model Canvas"
- 40 examples of online business models
Lecture at ITU class "Concept Development with Industry", February 15.
SaaS partnerships, business application marketplaces and ecosystem growth str...Judy Loehr
Secrets to successful SaaS product integrations and partnerships. Details how to select the right strategic partnership opportunities and leverage business application marketplaces to reach new customers.
Originally presented at Openview's 2017 Product Leadership Forum.
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
Dynamic Roadmap: Combining Strategy and Design Thinking1508 A/S
Our Morgenbooster "Dynamic Roadmap: Combining Strategy and Design Thinking" answering the question: What can strategists and design thinkers learn from each other?
Laicos is a technology Startup Studio led by Ryan Negri and Kyle Matthews. With 20 years combined operational and startup experience, Negri and Matthews want to shape the up-and-coming startup ecosystem of Tampa, Florida, developing their own ideas to create a new tech hub of innovation and entrepreneurship.
A “Startup Studio” is a structure whose aim is to repeatedly build products into companies. Thanks to its infrastructure and resources, a startup studio increase a product’s chance of success and optimize its creation and growth.
The difference between incubators/accelerators and Startup Studios is the vested human capital involved around an idea. At the core of the startups studio model are dedicated teams helping business ideas develop into beautiful products and successful companies.
Laicos’ flagship inaugural product, Fuse, is a social media management platform for the consumers and power users, with a simple price model and a clean and attractive UI. In addition, Laicos is developing four additional products: BusFinder, currently in beta version, an app utilizing data from the Tampa Public Transportation System; $1Market, to offer many different services to users for $1 dollar/mo, Order to Seat, for fans to order food to their seat while at a stadium or arena, and FoodStops, a food truck tracking app for consumers and marketing platform for vendors. In 20I7, we plan to work with other founders to help turn their ideas into reality.
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
We live in an era of persistent change and rising customer expectations. Brands that rise to the top are those that have found a way to be relevant in a world of continuous change. In this Chicago AMA BrandSmart speech by Scott Davis, Chief Growth Officer at Prophet, he discussed brands that are relentlessly relevant – those who position themselves with a commitment to meet customers on their own terms, push competitors out of consideration and redefine entire categories—all while being authentic.
Scott outlined four attributes that separate those that are building enduring, relentlessly relevant brands from those that aren't. He discussed the role of building a relevant brand in a digital world and how to ensure you’re creating meaningful, connected and engaging experiences with customers.
Many organizations struggle with content—the surprising volume needed, the lack of a central strategy, the huge investment in time and resources, inconsistent quality or voice, cross-silo logistics, new channel paralysis, or the seeming lack of attributable ROI. When harnessed correctly, however, and successfully connecting content to business and brand goals, content can be a valuable working asset build relevancy and grow your business.
Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.
Prophet 2014 Healthcare Exchange Consumer Study ResultsProphet
Eight million people signed up for insurance plans via public exchanges in the first year of the Affordable Care Act, yet an estimated 40+ million still remain uninsured. When annual enrollment opens again in October, how should companies change their tactics and targets based on experiences in year one? It’s time to learn from year one, and plan for year two and beyond.
We've released our findings from our 2014 survey of consumer attitudes and experiences with the Affordable Care Act’s first healthcare exchange open enrollment period. The survey of 1000 American adults shows that while nearly half of respondents plan to purchase healthcare on the exchange in the future, concerns over cost, confusion over subsidies and general distrust of health insurance companies persist.
To hear the audio that accompanies these slides, watch a recording of our webinar here: http://bit.ly/1vbOvUO.
5 Signs You’re in the Middle of a Digital TransformationProphet
Digital Transformation seems to be the buzzword of the moment, but what does it really mean? And, more importantly, what does it mean to your business?
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism that’s shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who aren’t will be left behind.
This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providers’ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.
View the webinar here: http://bit.ly/1RLgTFX
Although analyzing “big data” has the power to transform your business, the ease of doing so has been over-stated. In reality, harnessing big data is still a messy and labor-intensive business. We are incredibly excited by what we can do with data but also think some of the hype is doing brands a disservice, because it creates a false expectation of how easy this work is going to be. Most things in life that are important and worthwhile are difficult, and the analysis of Big Data is no different. Don’t believe these commonly heard myths…
Slides from the Boost Bristol event on October 11th with guest speakers Mark from Brand 51 and Helena from Truestart Coffee. https://www.eventbrite.co.uk/e/boost10-the-importance-of-branding
I did this presentation in May 2014 at the CCSBE conference in Antigonish, NS - http://ceed.ca/ccsbe2014/about-ccsbe-2014/. It was a fun presentation with a very interactive group of business owners, educators, and others that support the entrepreneurial spirit.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
2019 The annual report on the world's most valuable and strongest apparel brands.
Nike continues to dominate as the world’s most valuable apparel brand, with a brand value of US$32.4billion
+ Zara and Adidas move up the ranks as H&M’s brand value decrease pushes it down to 4th place
+ Uniqlo is the fastest-growing apparel brand in the top 10, up a whopping 48% year on year
+ Rolex is the strongest brand in the sector, posting an elite AAA+ brand strength rating
+ Luxury brands account for 7 out of the top 10 strongest apparel brands, showing importance of brand strength in the segment
This presentation deals with the different methods of measuring brand equity, focusing on the method adopted by Interbrand, one of the most famous business agencies in the world.
Brand valuation refers to the process of determining how much a brand is worth in terms of the financial value perceived or money that a third party is ready to pay for.
All know what is brand. But it was when i read more about branding that i knew there was so much more into brand and branding!!! Here i have tried to put together very few but important concepts of branding with suitable examples that struck me.
Have tried to make it as presentable as possible. looking forward for your comments. Plz let me know if i was able to contribute something new to u or what you think could have been added to this :) Lets make it a learning experience :)
The Brand in the Boardroom by Joanna Seddon NOEMÍ MEDINA
How much is your brand worth? How is it valued? How can you make it more valuable? These are questions tackled by our latest Red Paper, The Brand in the Boardroom. Written by Joanna Seddon, President of Global Brand Consulting at OgilvyRED, this paper looks into the history of Brand Valuation as a backdrop for showcasing a new methodology which can arm marketers with a strong financial rationale for their recommendations and budget requests, increasing both the influence and effectiveness of brand marketing.
The vision of Brand Valuation set forth in this paper can make a better case for investment in brand even as it links brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Concept of marketing by Pranesh Mishra (Brandscapes Worldwide)GetEvangelized
This slide deck was shared by Pranesh Mishra at the TiE Institute Knowledge Series in Mumbai in July2010.
The deck covers some concepts in Marketing targeted towards early stage entrepreneurs.
Related Videos
http://www.youtube.com/watch?v=UsMdP4nkdC0
http://www.youtube.com/watch?v=PpJtQ50t4Vg
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. Proprietary and confidential. Do not distribute.LBS 2
Introducing James and Joerg
James Walker Senior Partner
20+ years Analytics experience, JWT
Europe’s youngest director, part of the
MindShare launch team. Founding
Chairman of Brand Science, sold to
Omnicom. Partner Edge Consulting,
sold to Accenture, 7 years Accenture
partner, International President of AMS.
Partner at MOFILM, director SSA & Co
Joerg Niessing Associate Partner
12+ years Marketing Analytics
experience, 7 years with Prophet building
leading brands and delivering profitable
growth through distinctive customer
insights and analytics, 3 years Director at
the Marketing Research Center Muenster,
MS & PHD in Marketing (CRM), regular
speaker in the MBA program of INSEAD
3. Proprietary and confidential. Do not distribute.LBS 3
Introducing Prophet
A unique strategic consultancy. We combine World-class teams in the 6 disciplines that
drive successful businesses in the 21st Century.
Brand Valuation is important for us at Prophet because it embodies the intersection of
these individual capabilities.
4. Proprietary and confidential. Do not distribute.LBS 4
Prophet is defined by cutting-edge IP and unrivalled thought leadership
Prophet grew out of Haas School of
Business at Berkeley in the 90s.
Our thought leaders are at the
forefront of finding ways to make
Brands more relevant and we’ve
published more than twenty books
on the topic of Brand.
Global network of 9 offices drives
innovation and new thinking from
across the World.
5. Proprietary and confidential. Do not distribute.LBS 5
Prophet builds brands
We’ve built Brands
(literally!) from the ground up
We’ve discovered and applied
deep human truths
We’ve helped companies
compete (again) in a new world
We’ve helped resolve the
tension in customers’ lives
7. Proprietary and confidential. Do not distribute.LBS 7
The Gillette Brand accounts for 16% of P&G’s Market Capitalization
Acquired brands have a balance sheet value, whereas created brands do not.
At best, this is an anomaly within IFRS 13
At worst, this leads to a perverse allocation of capital decisions
For our Houston Oil/Gas client, this is a $40bn-$100bn decision to Buy/Sell brands
8. Proprietary and confidential. Do not distribute.LBS 8
Brands only
have a value
in a specific
industry
context
Brands do not have an intrinsic value per se, but a value when that brand is
applied to a relevant industry, with a given business system, and profit stream.
Some brands DO have more stretch than others… Does that make them valuable?
9. Proprietary and confidential. Do not distribute.LBS 9
You might see a very strong Brand, but in a declining industry, eg: Kodak.
Brand Valuation depends more on the industry, than it actually does the brand…
Industries are prone to disruption, and some are more high risk than others.
Brands are very vulnerable – Walmart market capitalization lost $15bn in one day
because of the Mexico bribery scandal
10. Proprietary and confidential. Do not distribute.LBS 10
Brand value is contingent not just on the industry the brand is being leveraged in,
but on other brands in its ecosystem, eg: CES Las Vegas 2012 Intel announced
entrance into the handset market… more of a stir than than their partners
announcements, ie: Lenovo, Motorola. The Intel brand is valued at $40bn – more
than the sum of the brand value of ALL of their partners, Dell, Lenovo etc
11. Proprietary and confidential. Do not distribute.LBS 11
BRAND
LEVERAGE
Employees
(e.g. consulting)
Governments
(e.g. oil)
Pressure groups
(e.g. automotive)
OCCUPY
THE BOARD
ROOM!!!
Analysts
(e.g. Facebook)
Suppliers / customers / intermed.
(e.g. financial services)
Brand leverage can impact many parts of an organization to add value.
Eg: Thinking of Oil/Gas industry: better employees paid less; the granting of
government licenses; suppliers; franchisees; pressure groups; analysts
12. Proprietary and confidential. Do not distribute.LBS 12
Brand valuation is contingent on finding a buyer for your brand.
More importantly, a brand’s value is will vary/depend on the buyer
A brand’s value is different depending on the buyer and how they can use a brand:
Gillette was acquired by P&G, who paid far more than Kraft would have done
Cadbury was acquired by Kraft, who paid far more than P&G would have done
13. Proprietary and confidential. Do not distribute.LBS 13
$
$
$
$ Manufacturing
Customers
Distribution
Retailer
We spend all this time calculating the value of a brand, and yet when companies
are acquired, actually virtually all the focus is on EBITDA. Capital market analysts
are trained to be highly skeptical of intangible assets
Brand building is important, yet Capital Markets tend to only look at the
tangible side of the business and EBITDA
17. Proprietary and confidential. Do not distribute.LBS 17
Just a matter of time: Brands on the balance sheet
1989
Barwise declares it is:
“impossible to
separate the brand
(value) from the rest
of the business”
2001
SEC calls for disclosure
of intangible assets;
how they are developed,
protected and exploited
2004
FASB removes
SFAS 142 from
research agenda
Australian gov’t
funds a similar item
for IASB (IAS 38)
2007
Australian Accounting
Standards Board is
encouraged by the
chairmen of the IASB
“with particular focus
on... internally
generated intangible
assets”
2011
SEC issues Work Plan
for incorporating IFRS
in U.S financial
reporting system.
Uses IAS38 as
example
2001
FASB launches SFAS 141,
calling for acquired brands
to be on the balance sheet
FASB modifies SFAS 142 to
allow internally generated
brands on the B/S
2005
IASB introduces IFRS 3
recognizing acquired
brands as assets
Brands
on the
balance
sheet
19. Proprietary and confidential. Do not distribute.LBS 19
Simona Botti, 2011
Market Approach Cost Approach Income Approach
Based on
present value of
earnings attributable
to the brand or costs
avoided as a result of
owning the brand
Based on
reproduction/replace-
ment cost-adjusted
for depreciation and
obsolescence
Based on multiples
or prices from
market transactions
involving the sale
of comparable
brands
Adapted from Tony Hadjiloucas, March 2009
Valuation approaches
20. Proprietary and confidential. Do not distribute.LBS 20
How do the other guys do it?
Financial
model
DCF Multiple on intangible earnings
Relief from royalty,
based on third-party
licensing transactions
Brand
strength
“The brand strength
inversely determines,
through a proprietary
algorithm, a discount
rate“
“…the growth potential of these
branded earnings is taken into
account with an earnings
multiple that is aligned with the
methods used by the analyst
community …”
N/A
Brand
contribution
“… qualitative research,
a review of historical
roles of brand for
companies in that
industry, or expert panel
assessment. “
MBO establishes it through
funnel analysis of country-,
market-, and brand-specific
customer research from the
BrandZ database.
N/A
The approaches are very different; use only publicly available data and do not explain their “proprietary” processes
Brand
%
Brand
+
$
21. Proprietary and confidential. Do not distribute.LBS 21
There are four key steps in our Brand Valuation methodology
1 Financials 2 Brand Contribution
3 Category and Brand Evaluation 4 Final Valuation
What is the company’s true Economic Profit (EP)? What are the drivers of EP and what portion of EP
does the brand contribute?
What are the category dynamics and the expected
life of the brand in the market?
What is the present value of EP attributable to the brand?
Actuals
Budget
Forecast
Today Peak point = X years* Expected life = Y years*
CATEGORY C
CATEGORY B
Attribute 1
X
I would not
choose
any of
these
offers
Which option
would you
choose?
…
… … … …
…
…
… … …
…
…
… …
Attribute 2
Attribute 3
Channel 1
Price $1 $1.20$1 $1.10
…
CATEGORY A
Brand
Competitor
D
Competitor
A
Competitor
B
Competitor
C
ILLUSTRATION
Discrete Choice Model
(realistic decision-making
scenarios to understand
change in preference
share for different
offerings)
Consumer choice
in interviews
(offer parameters are
being rotated
systematically by the
software based on
previous choices)
Input data Current competitive
environment in category
8%
9%
12%
14%
15%
18%
24%
Attribute 3
Attribute 2
Attribute 1
Service
Channel
Brand
Price
Drivers of Sales
Total
100%
22. Proprietary and confidential. Do not distribute.LBS 22
Financials: Economic profit based valuation, based on income
statement and balance sheet financials, in accordance with corporate
finance and accounting principles
$ millions base year year 1 year 2 year 3 …year X
Income from operations $8,446 $8,784 $9,135 $10,231 $
Less tax ($1,632) ($1,697) ($1,736) ($2,558) ($)
Net Operating Profit After
Tax (NOPAT)
$6,814 $7,087 $7,400 $7,674 $
Property, Plant & Equipment $8,326 $8,659 $11,879 $12,768 $
Inventories $2,187 $2,274 $2,365 $2,460 $
Accounts receivable $3,090 $3,214 $3,342 $3,476 $
Accounts payable ($6,205) ($6,453) ($6,711) ($6,980) ($)
Capital Employed (CE) $7,408 $7,694 $10,875 $11,724 $
Discount rate (WACC) 7.50% 7.50% 7.50% 7.50% %
Economic Profit = NOPAT –
(CE × WACC) $6,258 $6,510 $6,584 $6,794 $7,104
WACC = Weighted Average Cost of Capital
Financial Model
1
23. Proprietary and confidential. Do not distribute.LBS 23
CATEGORY C
CATEGORY B
Attribute 1
X
I would not
choose
any of
these
offers
Which option
would you
choose?
…
… … … …
…
…
… … …
…
…
… …
Attribute 2
Attribute 3
Channel 1
Price $1 $1.20$1 $1.10
…
CATEGORY A
Brand
Competitor
D
Competitor
A
Competitor
B
Competitor
C
ILLUSTRATION
Discrete Choice Model
(realistic decision-making
scenarios to understand
change in preference
share for different
offerings)
Consumer choice
in interviews
(offer parameters are
being rotated
systematically by the
software based on
previous choices)
Input data Current competitive
environment in category
Brand Contribution: Discrete choice modeling, based on consumer
data, determines the role each brand plays in driving sales
2
8%
9%
12%
14%
15%
18%
24%
Attribute 3
Attribute 2
Attribute 1
Service
Channel
Brand
Price
Drivers of Sales
Total
100%
Discrete choice
modeling
determines the
role of brand in
driving purchase
behavior in the
market
18%Brand
Role of Brand in the Market
Brand 1
Brand 2
Brand 3 6%
-8%
2%
Brand-specific
Contribution
Calibrating the
DCM by each
brand determines
the brand
contribution
24. Proprietary and confidential. Do not distribute.LBS 24
Category Evaluation: Determining the expected life of the category
3
Category growth (stability or volatility) Score 1 2 3 4 5
In the foreseeable future will this category show growth; sustain its current trend; or decline? A score of 3
indicates the category will continue at its historic growth rate. Five is a positive score; 1 is negative.
Category movement (stability or volatility) Score 1 2 3 4 5
Is this category characterized by minor movements in market share between the main competitors or
considerable change in market share between all competitors. A score of 3 would mean that brands at the top
end have generally stable shares while at the bottom end smaller brands have to fight for market share. Scores
above 3 indicate stability ; score below 3 indicate volatility.
Vulnerability Score 1 2 3 4 5
How susceptible is this category to both internal and external pressures?; external could be regulatory; new
technology; fads and fashions; changes in demand. A score of five indicates that category is immune to these
pressures and risks. A score of 1 indicates that the category is highly vulnerable to these pressures.
Competiveness Score 1 2 3 4 5
Do brands in the category compete on price and promotion thus affecting profit and stable pricing? A score of 5
would indicate stability in this regard; a score of 1 would imply considerable pressure on profits due to constant
price and discount movements.
25. Proprietary and confidential. Do not distribute.LBS 25
Brand Evaluation: Determining the expected life of the brand in the
category
Attribute ratings
Consumer perceptions based on
brand ratings
Funnel performance
The performance of the brand in
driving market
3
26. Proprietary and confidential. Do not distribute.LBS 26
Category and Brand Evaluation: Calculating forecast lifetime by
merging Category Expected Life & relative strength of the brand (BKS)
Category Example
Smart
Phones
Dominant Brand
33 years
Client Brand
29 years
Marginal Brand
7 years
The category expected life defines the
forecast period for the category
The brand knowledge structure defines the
forecast period of the evaluated brand
relative to its competitors
Oil &
Gas
Dominant Brand
18 years
Client Brand
7 years
Marginal Brand
3 years
Illustrative
3
27. Proprietary and confidential. Do not distribute.LBS 27
Bringing it all together
4
Current Brand Value
US$ Millions
Economic Profit (base year)
Brand Contribution
Brand Life Yrs
%
$
Input Source
$ millions base year year 1 year 2 year 3 …year X
Income from operations $8,446 $8,784 $9,135 $10,231 $
Less tax ($1,632) ($1,697) ($1,736) ($2,558) ($)
NetOperating ProfitAfter
Tax (NOPAT)
$6,814 $7,087 $7,400 $7,674 $
Property,Plant& Equipment $8,326 $8,659 $11,879 $12,768 $
Inventories $2,187 $2,274 $2,365 $2,460 $
Accounts receivable $3,090 $3,214 $3,342 $3,476 $
Accounts payable ($6,205) ($6,453) ($6,711) ($6,980) ($)
CapitalEmployed (CE) $7,408 $7,694 $10,875 $11,724 $
Discountrate (WACC) 7.50% 7.50% 7.50% 7.50% %
Economic Profit= NOPAT –
(CE × WACC) $6,258 $6,510 $6,584 $6,794 $7,104
CATEGORY C
CATEGORY B
Attribute 1
X
I would not
choose
any of
these
offers
Which option
would you
choose?
…
… … … …
…
…
… … …
…
…
… …
Attribute 2
Attribute 3
Channel 1
Price $1 $1.20$1 $1.10
…
CATEGORY A
Brand
Competitor
D
Competitor
A
Competitor
B
Competitor
C
ILLUSTRATION
Discrete Choice Model
(realistic decision-making
scenarios to understand
change in preference
share for different
offerings)
Consumer choice
in interviews
(offer parameters are
being rotated
systematically by the
software based on
previous choices)
Input data Current competitive
environment in category
8%
9%
12%
14%
15%
18%
24%
Attribute 3
Attribute 2
Attribute 1
Service
Channel
Brand
Price
Drivers of Sales
Total
100%
Brand Value $
Dominant Brand
18 years
Client Brand
7 years
Marginal Brand
3 years