SIMMETHOD’s industry-agnostic algorithm holistically finds the Best-In-Class teams across a range of industries (strategy/execution) and then prepares a profile of the Best-In-Class at the functional level including Sales, HR, Resource Utilization, Overheads Management, Sales Profitability, Ability To Grow And Add Value Concurrently, Ability To Perform At Best In Class Level And Fend Off Current Or Future Competitors Irrespective Of The Industry They Are Coming From.

1. SIMMETHOD™
Predicts the Performance of Your
Business and Alerts You of New
Threats and Opportunities
The 7 Laws of Best Practices, Growth
and Value Creation
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2. SIMMETHOD’s Algorithm is Based on the 7 Laws
of Best Practices, Growth and Value Creation
SIMMETHOD™
7 Laws
Integration
/alignment
Benchmarking
inside/outside
your industry
Growth &
value
creation
Resource
contribution
to objectives
Predictive
performance
& risk
Averages &
positive
trends
Minimum
company
/business
model
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3. SIMMETHOD’s Algorithm is Based on the 7 Laws
of Best Practices, Growth and Value Creation
• The SIMMETHOD™ Best-In-Class
group of Businesses share a high
score in the Strategy/Execution
Performance Predictive Index
and a high degree of compliance
with the SIMMETHOD™ 7 Laws
of Best Practices, Growth and
Value Creation.
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4. SIMMETHOD’s Algorithm is Based on the 7 Laws of
Best Practices, Growth and Value Creation
• The Strategy/Execution Performance
Predictive Indices rate management’s ability
to strategize and execute and show the
strengths and weaknesses of each company in
relation to the Best-In-Class, their peers and
current and future competitors highlighting
future risk and opening the door to future
opportunities.
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5. SIMMETHOD’s 7 Laws of Best
Practices, Growth and Value Creation
• The Law of Integration,
Industry-Agnostic
Performance and Risk
Measurement and Value-
Chain Alignment
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6. The Law of Integration and Value-
Chain Alignment
• To understand the internal and external
factors impacting their risk and performance,
Best-In-Class organizations take an industry-
agnostic and holistic approach to risk and
performance measurement that is aligned to
their customers and value-chain and in line
with the Best-In-Class in multiple industries.
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7. The Law of Integration and Value-
Chain Alignment
• Best-In-Class suppliers
synchronize their metrics to their
customer's metrics to ensure that
the productivity-improvements of
their customers are matched by
corresponding supplier's
productivity improvements. In this
way they can add rather than
subtract value to their value chain.
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8. The Law of Integration and Value-
Chain Alignment
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9. The Law of Integration and Value-
Chain Alignment
• Comparing the elephant legs or ears against peers’
legs or ears leads to incorrect conclusions (This is
what traditional benchmarking does for the lack of
a single scale to measure strategy/execution or
competitive advantage across a range of
industries)
• The strategy, execution and competitive advantage
of a Business (elephant) can only be assessed
holistically with industry-agnostic metrics and it is
not the sum of its parts
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10. The Law of Integration and Value-
Chain Alignment
• SIMMETHOD’s algorithm holistically finds
the Best-In-Class Businesses across a
range of industries and only then
compares the individual parts of your
Business against its peers and the Best-
In-Class.
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11. The Law of Integration and Value-
Chain Alignment
• Do you need to benchmark
11 non -integrated soccer
players or the team’s
performance? Best-In-
Class teams always
outperform a team of
Best-In-Class stars
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12. The Law of Integration and Value-
Chain Alignment
• SIMMETHOD’s industry-agnostic
algorithm holistically finds the Best-In-
Class teams across a range of industries
(strategy/execution) and then prepares a
profile of the Best-In-Class at the
functional level including Sales, HR,
Resource Utilization and Overhead
Management.
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13. SIMMETHOD’s 7 Laws of Best
Practices, Growth and Value Creation
•The Law of Averages,
Positive Trends and
Continuous
Improvement
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14. The Law of Averages, Positive Trends
and Continuous Improvement
• How long would it take for you to
realize that you have been
outperformed by new
competitors coming from
different industries?
• How good do you have to be to
become Best-In-Class in multiple
industries?
• Are you confusing any positive
trend for real competitive
advantage
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15. The Law of Averages, Positive Trends
and Continuous Improvement
• Is your performance above or
below the average for your
industry? Your peers? The Best-
In-Class in multiple industries?
• Is your growth slower than the
Best-In-Class in your industry?
• Are your sales, profits and
margins growing faster than your
overheads?
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16. The Law of Growth and Value
Creation
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17. The Law of Growth and Value
Creation
• Intangible assets (such as intellectual
property, R&D, human capital, brands,
customer relationships and databases) have
grown in importance as the lever for growth
and value creation and have delivered
multiple income streams and increased
valuations for the Best-In-Class (as it can be
seen in the SIMMETHOD Success Metrics
Global Database).
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18. The Law of Growth and Value
Creation
• These significant changes have occurred because
of the creation of new Business models using
lower cost structures or multiple income streams
coordinated across channels that did not exist a
couple of years ago.
• These Business models are less reliant on
traditional physical assets and more reliant on
intangible assets such as social media, customer
interaction and engagement via social media or
new mobile channels.
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19. The Law of Growth and Value
Creation
• All this has made necessary the creation of
new strategies and Business processes
supported by new Industry Agnostic leading
performance metrics used as a yardstick to
detect new sources of Business risk, assess
Business strategies, organizational structures,
Business processes, Human Capital and/or
management decision-making effectiveness.
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20. The Law of Growth and Value
Creation
Today, more that ever the question to be
asked is: How long would it take for
senior executives to realize that:
• Their business strategy is not being
followed,
• They need to adjust their strategy or
• They have been outperformed by new
competitors that did not exist a couple
of years before?
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21. SIMMETHOD’s 7 Laws of Best
Practices, Growth and Value Creation
•The Law of Resource
Contribution to
Objectives
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22. The Law of Resource Contribution to
Objectives
Every tangible or intangible Business
resource (including data and
information) contributes to Business
cost but not necessarily to Business
strategy and objectives
• Are there too many resources
contributing to this objective?
• Resources that do not support
Business objectives
• Business Objectives not supported
by Business Resources
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23. The Law of Resource Contribution to
Objectives
• Today, in the Internet age, customers'
expectations and choices are driven by their
experiences with a wide range of suppliers
and in particular the best suppliers across
many industries and geographical location.
• Customers’ expectations cover from Business
models to level of services, Business
complexity, pricing, branding, product and
services, inefficiencies, etc.
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24. The Law of Resource Contribution to
Objectives
• Therefore, Best-In-Class Business
strategy, execution and measurement
must understand and interpret the
connection between Best in Class
businesses, their customers and the
entire value-chain and be able to ask
(as the Best-In-Class do) the following
question : Can my employees see my
Business through my prospect's and
customer's eyes?
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25. The Law of Resource Contribution to
Objectives
• The ability to maximize the contribution of
each resource to Business objectives and
strategy is one the most important
management priorities. SIMMETHOD’s
Industry-Agnostic Management Controllable
Index will help you to manage your resources
at a Best-In-Class level and to ensure that
value-creation is maximized.
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26. SIMMETHOD’s 7 Laws of Best
Practices, Growth and Value Creation
•The Law of Predictive
Performance and Risk
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27. The Law of Predictive
Performance and Risk
• In order to influence employees behavior and
motivate them towards a Best Practices level
of performance, Best-In-Class performers in
the SIMMETHOD™ Competitive Intelligence
Success Metrics Database developed a basket
of powerful integrated value-chain leading
performance/risk indicators that provide new
insights that are not available to their
competitors and benefit their entire value-
chain.
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28. The Law of Predictive
Performance and Risk
SIMMETHOD’s Performance Predictive and Risk
Reduction capabilities are based on:
• The GPS concept: The targets and alerts
against the continuously updated Success
Metrics Database alert you of any deviation
against your objectives and enables you to
take corrective action to reach your
outcomes in the most cost-effective way
(thus adding certainty to your performance).
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29. The Law of Predictive
Performance and Risk
• The calculation of Industry-Agnostic Indices
enables you to correlate 1000’s of unrelated
Business Metrics across different Business
Sectors and Value Chains in order to identify
previously undetected threats and
opportunities likely to impact your decisions,
strategy and objectives.
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30. The Law of Predictive
Performance and Risk
• SIMMETHOD has found a strong correlation
between the Management Controllable Index
(the composite Index that represents known
variables under Management’s control) and
Enterprise value creation.
• This link between Management-Decisions,
Resource Management and Value Creation
contributes towards SIMMETHOD’s
predictive and risk reduction capabilities thus
adding certainty to your decisions.
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31. The Law of Predictive
Performance and Risk
• To calculate the Industry-Agnostic Composite
Indices, SIMMETHOD uses a “basket of
operational and financial indicators” across a
range of Businesses and Industries.
• The Industry-Agnostic Performance and Risk
Indicators have proved across different cycles
that are less open to manipulation, are better
able to show the dynamic relationship between
Businesses and any unexplained positive or
negative deviation.
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32. The Law of Predictive
Performance and Risk
• SIMMETHOD™ creates a link between
you and a moving “Strategy/Execution
League Table” of Best-In-Class
Enterprises thus extending your line of
vision to where most value is being
created at any given time.
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33. SIMMETHOD’s 7 Laws of Best
Practices, Growth and Value Creation
•The Law of Minimum
Company Business
Model and Efficiency
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34. The Law of Minimum Company
Business Model and Efficiency
• In assessing the effectiveness of a Business
model, strategy or execution of a strategy
special attention must be given to Best
Practices developed across a range of
global industries. In this way, strategies,
Business processes or Business models from
one industry can be studied and used to
improve the performance of your Business
and Value-Chain.
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35. The Law of Minimum Company Business Model
and Efficiency
• Best-In-Class organizations benchmark
themselves not only against their
current competitors but with potential
future competitors from different
industries.
• Today's efficiency drives transcend
Business and industry-boundaries and
include and are shared across value
chains of Suppliers, Distributors and
Customers.
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36. The Law of Minimum Company Business Model
and Efficiency
• Customers penalize suppliers who have
bloated cost structures, inefficient Business
models, inefficient asset utilization and non-
synchronized metrics
• Best-In-Class partners have a common set of
Best-In-Class Business processes, metrics,
strategy and execution to fully take advantage
of e-commerce, m-commerce, and social
media.
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37. The Law of Minimum Company Business Model
and Efficiency
In the current marketplace:
• Customers want to know that
they are not paying for their
suppliers’ inefficiencies and
Best-In-Class organizations
excel at extending their Best
Practices to their Business
Partners to every one's
benefit
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38. SIMMETHOD’s 7 Laws of Best
Practices, Growth and Value Creation
•The Law of
Benchmarking Inside
and Outside your
Industry
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39. The Law of Benchmarking Inside and
Outside your Industry
• Today's marketplace is interlinked and the
performance of one sector is influenced by the
performance of other industry sectors.
• To understand the external factors impacting the
current and future performance of your Business,
it is necessary to look beyond any given industry
and instead look at many industry-sectors in
order to better measure, manage, predict and
improve the performance of your Business.
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40. The Law of Benchmarking Inside and
Outside your Industry
• Best-In-Class organizations measure the
external forces that have major risk
implications for their Businesses, Value-Chains
and their Industries.
• Senior Executives and Directors receive early
warning risk and performance alerts linked to
global industry trends and metrics as well as
their internal Business execution.
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41. The Law of Benchmarking Inside and
Outside your Industry
• Best-In-Class organizations have moved from
internally focused Risk, Business Intelligence
and Performance Analytics to Value-Chain
Leading Indicators, Risk and Performance
Metrics
• In order to outperform your current and
future competitors, it is essential to
understand their Business models, success
metrics, risk profiles and their trends and gaps
to the Market Best-In-Class across a range of
industries.
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42. The Law of Benchmarking Inside and
Outside your Industry
• Moreover, if your strategy, goal setting
and risk profiles are not taking into
consideration external perspectives (as
well as internal drivers) your business can
become too inward-looking and mistake
any positive trend for real competitive
advantage that outsmarts your
competitors.
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43. The Law of Benchmarking Inside and
Outside your Industry
• The lack of a scale to measure Corporate
strategy/execution (competitive advantage)
across multiple industries leads to erroneous and
inconsistent C-Level decision-making.
• SIMMETHOD’s industry-agnostic predictive
algorithm and indices extends your line of vision
to the entire value chain and enables you to
benchmark your strategy/execution against your
peers and the Best-In-Class in multiple industries
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44. 5/6/2013
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Lack of Business and Value-Chain
Leading Indicators and Risk Alerts
Company
view
SIMMETHOD™
industry view
indicators &
alerts
SIMMETHOD™
value-chain
view, leading
performance
indicators &
alerts
SIMMETHOD™
global market
view leading
risk/
performance
indicators &
alerts database
Inward-
Looking
Analytics
Maximum
Risk,
Minimum
Visibility
Value-Chain and Market
Leading Indicators and Risk
Alerts
Minimum Risk and Maximum
Visibility

45. Jorge Oscar Tabacman
jtabacman@gmail.com
Twitter ID: SIMMETHOD
SIMMETHOD™
Predicts the Performance of Your
Business and Alerts You of New
Threats and Opportunities from
Inside and Outside your Industry
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