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Chris Skinner




 @FSClub and @Chris_Skinner
   www.thefinanser.com
    © Chris Skinner. All rights reserved.
© Chris Skinner. All rights reserved.
© Chris Skinner. All rights reserved.
O          C                 O              E
L          O                 C              C
I          N                 I              H
T          O                 E              N
I          M                 T              O
C          I                 Y              L
A          C                                O
L                                           G
                                            Y



    © Chris Skinner. All rights reserved.
POLITICAL FORCES FOR CHANGE

• What are the industry rules, regulations and governmental
  controls that affect what you can an cannot do?
• How does our country and government's policies affect our
  ability to trade domestically, regionally, globally?
• How might governmental policy change in the future?
…

• Can we build scenarios of the extremes?




                       © Chris Skinner. All rights reserved.
ECONOMIC FORCES FOR CHANGE

• Where are the growth markets for our products and services?
  Are we positioned well to serve these markets?
• Where are the contracting or weak markets for our products
  and services? Are we too strategically positioned in these
  markets?
• How do we leverage for demand and control supply?
• What economic forces will potentially disrupt our value or
  supply chains?
…

• Can we build scenarios of the extremes?

                       © Chris Skinner. All rights reserved.
SOCIAL FORCES FOR CHANGE

• How are our customers changing?
• Is our services or product viewed as a force for good oin
  society?
• Will people still want our product in five years from now and
  who will these people be?
…

• Can we model the extremes?




                        © Chris Skinner. All rights reserved.
TECHNOLOGICAL FORCES FOR CHANGE

• Are technologies going to assist our growth or decimate our
  business?
• Can we leverage these technologies in our value and supply
  chains?
• Can we find new technologies to innovate our offers or
  enhance our services?
…

• Can we model the extremes?



                        © Chris Skinner. All rights reserved.
Define the Business Issues …
                    … then work on the Strategy
                                              Economic
                                              Another Asia Crisis?
Social                                        Industry image                                                Political
New Generation of wireless kids               Greenspan policy                                              EC
Extended family unit over time                Impact of EMU - $, ¥, €                                       Next US President
Longevity                                     Reducing Margins                                              Pensions exposure
Gene therapy                                  Geographic Border Breakdown                                   Regulatory Changes
Customer Sophistication

                                  Direction
                                  Taking into account
                                  Culture (from sales culture to dealing with acquisitions)
                                  Organization (centralization vs. decentralization)
                                  Growth strategies
                                  Sales and Channel management
                                  New Products

   Competition                                                                       Technological
   Foreign Players                                                                   Integration of alternative delivery systems
   New Entrants                                                                      eBusiness/eCommerce
   New Brands/Branding                                                               Technology Advances
   Industry Consolidation                                                            Wireless Finance
   Time to Market                                                                    TV and Internet integration




                                             © Chris Skinner. All rights reserved.
© Chris Skinner. All rights reserved.
FINANCIAL STRATEGIC PLAN
Aim = maximise the return on investment for Stakeholders
MISSION
    – Defines the journey; destination and time frame, e.g. to be No. 1 in 3 years
STAKEHOLDERS
    – For whom in business to serve, eg. Shareholders, Customers, Employees,
      Suppliers, Local Community
GOALS & OBJECTIVES
    – Major milestones for achieving the Mission, eg. 30% sales via new channel in
      1 year
CRITICAL SUCCESS FACTORS
    – What has to happen to achieve Objectives, eg. faster to market by 50%
Measured by: FINANCIAL RESULTS
    – Delivery of Financial Performance, eg. Expenses, Profit & Loss Account,
      Balance Sheet


                                © Chris Skinner. All rights reserved.
Three Strategic Plans

       Financial
       Customer
        People
MONEY

                    DESTINATION
                  Create the Educational
                  Theme Park by the year
                           2000

                STAKEHOLDERS
           The University, Student Customers,
          Commercial Customers, Staff, Suppliers

             GOALS & OBJECTIVES
           - Outperforming every other University
                     Hospitality in the UK
        - Being Commercially Viable and Successful
             - Leader of a Quality Environment
       - Providing a Great Quality of Life for Students

        CRITICAL SUCCESS FACTORS
Contribute 17% minimum towards University’s overall income
         Grow KUH’s business by 20% year on year
                Gain economies of scale

     Measured by: FINANCIAL RESULTS
    Bottom-line performance: costs, income, profitability
Benchmarks against the Hotel Industry and other Universities
                        ISO9002


 Managing © Chris Skinner. All forreserved.
          Monies rights Stakeholders
CUSTOMER STRATEGIC PLAN
Aim = optimising customer retention
RAISON D'ÊTRE
    – Nature of and reason for business, eg. Richard Branson -“We fly People, not
       Planes”
IDENTITY
    – A unique and compelling reason to want do business with you, eg.
       Convenience, Corporate & Brand Imag
ORGANISATION
    – How to organise to Implement the above , eg. Process Owners, Budgets,
       Resources, Structure
CAPABILITIES
    – Products, skills, technologies, that can be learnt or introduced and are
       required to deliver the Identity through that Organisation, eg. Teleservicing
       Training, Technical Knowledge, Programming,
Measured by: CLIMATE
    – Strengths, Weaknesses, Opportunities and Threats, eg. Competition,
       Government, Press, European market, etc.
                                 © Chris Skinner. All rights reserved.
CUSTOMERS

                    RAISON
                     D'ÊTRE
                  Providing our
                 customers with
                “A Lifetime Gain”
                   IDENTITY
         Quality of educational experience/
         Quality of life experience/ Safe and
       secure/ The sixth most popular campus
          in the country/ A cashless society
                  CAPABILITIES
      An Educational Theme Park/ Practical skills/
  Facilities for the regular student and the corporate
     visitor/ A year round Conference Park facility/
      Attractive, village atmosphere in an inviting
 environment/ The opportunity to meet at a University
    in Quality surroundings/ An Educational Village
 providing a range of facilities for a mixed community/
    Our raw material is beauty of surroundings and
     environment - the rural location/ Create a self-
  selecting approach that caters for all markets/ The
                 biggest campus in the UK
                ORGANISATION

Measured by: BUSINESS CLIMATE (SWOT)

     Exceeding Customer Expectations
            © Chris Skinner. All rights reserved.
PEOPLE STRATEGIC PLAN
Aim = motivating people to release their full potential)
VISION
    – A lasting picture inspiring hearts and minds
CHARACTER (Value Gap Analysis)
    – Philosophies, Values and Beliefs required to support the Vision, eg. Trust is Vital
      (philosophy), We Trust our Staff (value), Our Staff are Trustworthy (belief)
COMPETENCIES
    – The innate qualities required in people to fulfill the Character, eg. Leadership,
      Intuition, Initiative, Creativity, Empathy
RECOGNITION AND REWARD
    – To support and nurture the Competencies - What gets measured and rewarded
      first gets done first, eg. Quality not Quantity
Measured by: INDIVIDUAL BEHAVIOURS
    – The culture that determines how people act and react eg. We are never too busy
      for our Customers

                                 © Chris Skinner. All rights reserved.
PEOPLE

                       INSPIRATION
                            I am
                        Extraordinary

                      CHARACTER
              Focus upon The Customer/Move from
             institutional to empowered/Ensure right
              people are in the right job/Be involved
              and participate/Manage through inner
                strength/Look for the positives/You
                 make the difference/Interact, talk,
             communicate/ Say what you feel/There
               is no rule book/Have fun/Be a friend
                                first
                   COMPETENCIES
     Communicate/Seek opportunity/Common sense
 Leadership/Creativity/Enterprise/Vision/Initiative/Dynamism
          RECOGNITION AND REWARD
                Reward by Profit Sharing
Recognise the TEAM EFFORT and the INDIVIDUAL EFFORT
   Measured by: INDIVIDUAL BEHAVIOURS
                Performance measurement
                         ISO9002
                    Investors in people

               Motivating People
                        © Chris Skinner. All rights reserved.
MONEY

                    DESTINATION
                   Create the Educational
                    Theme Park by the
                         year 2000

                 STAKEHOLDERS
           The University, Student Customers,
          Commercial Customers, Staff, Suppliers

              GOALS & OBJECTIVES
            - Outperforming every other University
                     Hospitality in the UK
         - Being Commercially Viable and Successful
              - Leader of a Quality Environment
       - Providing a Great Quality of Life for Students

         CRITICAL SUCCESS FACTORS
Contribute 17% minimum towards University’s overall income
         Grow KUH’s business by 20% year on year
                Gain economies of scale

      Measured by: FINANCIAL RESULTS
    Bottom-line performance: costs, income, profitability
Benchmarks against the Hotel Industry and other Universities
                        ISO9002


        Managing Monies for Stakeholders




       © Chris Skinner. All rights reserved.
Define the Strategy


                      Direction




Money            Customer                               People
(ROI)           (Channels)                            (Employees)


Balanced Scorecard                            Critical Success factors
                                              Key Performance Indicators




              © Chris Skinner. All rights reserved.
Direction
                                              Maximise shareholder value by following these
                                                              strategic themes:
                                                          leader in chosen markets
                                                       first choice for our customers
                                                driving down day-to-day operational costs



                                Money             Customers                                   People
                                                                                              (Employees)
                    Lowest unit cost retail      Continuously improving                       Well-managed, strongly
                    distribution and branch      quality customer service                     motivated people. Create
                        service delivery         comparable with the best                     highly- productive, customer-
                                                 retailers. Enhance lasting                   needs-focused, fully-
                                                 customer relationships                       compliant, salesforce
                                                 through effective
                                                 segmentation.



                                     Critical Success factors & Key Performance Indicators
cost-income ratio                               customer satisfaction index                   staff viewpoint measure
                                                groupwide CARE index for all
operational standards index                     complaint monitoring                          leadership index
activity migration index (measure of            sahre of wallet (average                      empathy index at all levels
                                                    product holdings)
  moving customer activity to appropriate       customer attrition                            staff turnover
  means)                                        ...
                                                                                              ...
…




                                                    © Chris Skinner. All rights reserved.
© Chris Skinner. All rights reserved.
Commu-                                           -nicating




         © Chris Skinner. All rights reserved.
“Send reinforcements, we are going to advance”




“Send three and four pence, we are going to a dance”
                    © Chris Skinner. All rights reserved.
The Blunt Razor

“The ABC Mach 3 solution provides an
innovation in sharing through the addition of a
highly robust, tungsten steel third blade. This
three blades systems is integrated with the
latest technology to enable the user to bring to
bear the utensil in such a way as to allow
fewer strokes to achieve a close shave. The
result of the three blades, fixed head
integration is truly innovating in that the
reduction of strokes to the face ensures the
user has less irritation when applying this
technology.”




                               © Chris Skinner. All rights reserved.
The Blunt Razor

“The ABC Mach 3 solution provides an
innovation in sharing through the addition of a
highly robust, tungsten steel third blade. This
three blades systems is integrated with the
latest technology to enable the user to bring to
bear the utensil in such a way as to allow
fewer strokes to achieve a close shave. The
result of the three blades, fixed head
integration is truly innovating in that the
reduction of strokes to the face ensures the
user has less irritation when applying this
technology.”




                               © Chris Skinner. All rights reserved.
Razor Sharp Focus



Gillette Mach 3
“3 blades, fewer
strokes, less
irritation”




                   © Chris Skinner. All rights reserved.
Why is this so difficult

  BLAISE PASCAL 1623-1662 ,
  (1657), xvi
“I didn’t have time to write a
short letter, so I wrote a long
one instead.”
Mark Twain




                      © Chris Skinner. All rights reserved.
© Chris Skinner. All rights reserved.
Credibility Statements
Credibility Statements are statements that position corporate strength.
They provide key information about the organisation, its size and breadth,
the range of customers, the value of revenues, the excellence of its
people and systems.
The aim of these statements is to build trust in the company for investing
in their products. These statements should answer the question, “Will
they be around in five years from now if I buy from them today?”
Examples:
• more than 20,000 clients in over 50 countries
• 47 of the world’s 50 largest financial services institutions.
• $15 trillion in investment assets worldwide are accounted for and
    managed daily our systems
Capability Statements
Capability Statements are statements that position the product and
differentiate the product from the competition. They tend to be product-
centric, and focus upon highlighting the features, functionality, pricing
and technical benefits of the product being offered.
The aim of these statements is to attack the competitive offerings direct
and ensure that the product is clearly positioned as differentiated in the
customer’s mind. These statements should answer the question, “Why
should I buy this product rather than another one?”
Examples:
• First database to pass 15 industry standard security evaluations and
    first Real Application Clustering
• First native XML support in a relational database
• First fully integrated relational and multidimensional database
Value Statements
Value Statements focus upon the business benefits of the products
offered. These are often customer testimonial based and are the most
important statements for closing business. Typically, such statements
focus upon how clients gained cost savings, revenue increases, customer
relationship and retention improvements, employee productivity hikes,
and related benefits.
The aim of these statements is to demonstrate that not only is the
product technically superior (capability statements) but also practically
superior. These statements should answer the question, “What will this
do for my business?”
Examples:
• 50% increase in responses to followed up leads, Advance Bank
• Response rates of 38% to 50%, Banco Populare di Navara
• 14 million contacts per year, with response rates up from 10% to in
    excess of 25%, Royal Bank of Scotland
Example use
“THE BEST A MAN CAN GET”
   – Credibility Statement
   – You can trust our brand because we’ve been around for over a cnetury and
     we have a globally recognised brand
• THREE BLADES
   – Capability Statement
   – Three blades means that you get a 66% closer shave than with one blade
   – This gives the advantage of:
• FEWER STROKES
   – Capability and Value Statement
   – Fewer strokes is provided by the three blades, so you only need to run the
     razor over the skin once, which leads to:
• LESS IRRITATION
   – Value Statement
   – Less irritation means much nicer skin and better look

                              © Chris Skinner. All rights reserved.
Layers of communication

Headline
• The Rationale: the Value Proposition and the
  Capability, Credibility and Value Statements

Heartline
• The Story: the Value Proposition and the
  Capability, Credibility and Value Statements
Summary

• Clear Direction – PEST and Competitive Landscape
• Clear Internal Communication
   – A Financial Mission (the Objective)
   – A Vision for the People (the Journey)
   – A Customer Raison D’Etre (the Difference)
• Clear External Communication
   – Razor sharp value propositions, supported by distinct and
     demonstrable
      • Credibility (The Company),
      • Capability (The People), and
      • Value (The Customer) statements


                            © Chris Skinner. All rights reserved.
Chris Skinner




 @FSClub and @Chris_Skinner
   www.thefinanser.com
    © Chris Skinner. All rights reserved.

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Strategy development

  • 1. Chris Skinner @FSClub and @Chris_Skinner www.thefinanser.com © Chris Skinner. All rights reserved.
  • 2. © Chris Skinner. All rights reserved.
  • 3. © Chris Skinner. All rights reserved.
  • 4. O C O E L O C C I N I H T O E N I M T O C I Y L A C O L G Y © Chris Skinner. All rights reserved.
  • 5. POLITICAL FORCES FOR CHANGE • What are the industry rules, regulations and governmental controls that affect what you can an cannot do? • How does our country and government's policies affect our ability to trade domestically, regionally, globally? • How might governmental policy change in the future? … • Can we build scenarios of the extremes? © Chris Skinner. All rights reserved.
  • 6. ECONOMIC FORCES FOR CHANGE • Where are the growth markets for our products and services? Are we positioned well to serve these markets? • Where are the contracting or weak markets for our products and services? Are we too strategically positioned in these markets? • How do we leverage for demand and control supply? • What economic forces will potentially disrupt our value or supply chains? … • Can we build scenarios of the extremes? © Chris Skinner. All rights reserved.
  • 7. SOCIAL FORCES FOR CHANGE • How are our customers changing? • Is our services or product viewed as a force for good oin society? • Will people still want our product in five years from now and who will these people be? … • Can we model the extremes? © Chris Skinner. All rights reserved.
  • 8. TECHNOLOGICAL FORCES FOR CHANGE • Are technologies going to assist our growth or decimate our business? • Can we leverage these technologies in our value and supply chains? • Can we find new technologies to innovate our offers or enhance our services? … • Can we model the extremes? © Chris Skinner. All rights reserved.
  • 9. Define the Business Issues … … then work on the Strategy Economic Another Asia Crisis? Social Industry image Political New Generation of wireless kids Greenspan policy EC Extended family unit over time Impact of EMU - $, ¥, € Next US President Longevity Reducing Margins Pensions exposure Gene therapy Geographic Border Breakdown Regulatory Changes Customer Sophistication Direction Taking into account Culture (from sales culture to dealing with acquisitions) Organization (centralization vs. decentralization) Growth strategies Sales and Channel management New Products Competition Technological Foreign Players Integration of alternative delivery systems New Entrants eBusiness/eCommerce New Brands/Branding Technology Advances Industry Consolidation Wireless Finance Time to Market TV and Internet integration © Chris Skinner. All rights reserved.
  • 10. © Chris Skinner. All rights reserved.
  • 11. FINANCIAL STRATEGIC PLAN Aim = maximise the return on investment for Stakeholders MISSION – Defines the journey; destination and time frame, e.g. to be No. 1 in 3 years STAKEHOLDERS – For whom in business to serve, eg. Shareholders, Customers, Employees, Suppliers, Local Community GOALS & OBJECTIVES – Major milestones for achieving the Mission, eg. 30% sales via new channel in 1 year CRITICAL SUCCESS FACTORS – What has to happen to achieve Objectives, eg. faster to market by 50% Measured by: FINANCIAL RESULTS – Delivery of Financial Performance, eg. Expenses, Profit & Loss Account, Balance Sheet © Chris Skinner. All rights reserved.
  • 12. Three Strategic Plans Financial Customer People
  • 13. MONEY DESTINATION Create the Educational Theme Park by the year 2000 STAKEHOLDERS The University, Student Customers, Commercial Customers, Staff, Suppliers GOALS & OBJECTIVES - Outperforming every other University Hospitality in the UK - Being Commercially Viable and Successful - Leader of a Quality Environment - Providing a Great Quality of Life for Students CRITICAL SUCCESS FACTORS Contribute 17% minimum towards University’s overall income Grow KUH’s business by 20% year on year Gain economies of scale Measured by: FINANCIAL RESULTS Bottom-line performance: costs, income, profitability Benchmarks against the Hotel Industry and other Universities ISO9002 Managing © Chris Skinner. All forreserved. Monies rights Stakeholders
  • 14. CUSTOMER STRATEGIC PLAN Aim = optimising customer retention RAISON D'ÊTRE – Nature of and reason for business, eg. Richard Branson -“We fly People, not Planes” IDENTITY – A unique and compelling reason to want do business with you, eg. Convenience, Corporate & Brand Imag ORGANISATION – How to organise to Implement the above , eg. Process Owners, Budgets, Resources, Structure CAPABILITIES – Products, skills, technologies, that can be learnt or introduced and are required to deliver the Identity through that Organisation, eg. Teleservicing Training, Technical Knowledge, Programming, Measured by: CLIMATE – Strengths, Weaknesses, Opportunities and Threats, eg. Competition, Government, Press, European market, etc. © Chris Skinner. All rights reserved.
  • 15. CUSTOMERS RAISON D'ÊTRE Providing our customers with “A Lifetime Gain” IDENTITY Quality of educational experience/ Quality of life experience/ Safe and secure/ The sixth most popular campus in the country/ A cashless society CAPABILITIES An Educational Theme Park/ Practical skills/ Facilities for the regular student and the corporate visitor/ A year round Conference Park facility/ Attractive, village atmosphere in an inviting environment/ The opportunity to meet at a University in Quality surroundings/ An Educational Village providing a range of facilities for a mixed community/ Our raw material is beauty of surroundings and environment - the rural location/ Create a self- selecting approach that caters for all markets/ The biggest campus in the UK ORGANISATION Measured by: BUSINESS CLIMATE (SWOT) Exceeding Customer Expectations © Chris Skinner. All rights reserved.
  • 16. PEOPLE STRATEGIC PLAN Aim = motivating people to release their full potential) VISION – A lasting picture inspiring hearts and minds CHARACTER (Value Gap Analysis) – Philosophies, Values and Beliefs required to support the Vision, eg. Trust is Vital (philosophy), We Trust our Staff (value), Our Staff are Trustworthy (belief) COMPETENCIES – The innate qualities required in people to fulfill the Character, eg. Leadership, Intuition, Initiative, Creativity, Empathy RECOGNITION AND REWARD – To support and nurture the Competencies - What gets measured and rewarded first gets done first, eg. Quality not Quantity Measured by: INDIVIDUAL BEHAVIOURS – The culture that determines how people act and react eg. We are never too busy for our Customers © Chris Skinner. All rights reserved.
  • 17. PEOPLE INSPIRATION I am Extraordinary CHARACTER Focus upon The Customer/Move from institutional to empowered/Ensure right people are in the right job/Be involved and participate/Manage through inner strength/Look for the positives/You make the difference/Interact, talk, communicate/ Say what you feel/There is no rule book/Have fun/Be a friend first COMPETENCIES Communicate/Seek opportunity/Common sense Leadership/Creativity/Enterprise/Vision/Initiative/Dynamism RECOGNITION AND REWARD Reward by Profit Sharing Recognise the TEAM EFFORT and the INDIVIDUAL EFFORT Measured by: INDIVIDUAL BEHAVIOURS Performance measurement ISO9002 Investors in people Motivating People © Chris Skinner. All rights reserved.
  • 18. MONEY DESTINATION Create the Educational Theme Park by the year 2000 STAKEHOLDERS The University, Student Customers, Commercial Customers, Staff, Suppliers GOALS & OBJECTIVES - Outperforming every other University Hospitality in the UK - Being Commercially Viable and Successful - Leader of a Quality Environment - Providing a Great Quality of Life for Students CRITICAL SUCCESS FACTORS Contribute 17% minimum towards University’s overall income Grow KUH’s business by 20% year on year Gain economies of scale Measured by: FINANCIAL RESULTS Bottom-line performance: costs, income, profitability Benchmarks against the Hotel Industry and other Universities ISO9002 Managing Monies for Stakeholders © Chris Skinner. All rights reserved.
  • 19. Define the Strategy Direction Money Customer People (ROI) (Channels) (Employees) Balanced Scorecard Critical Success factors Key Performance Indicators © Chris Skinner. All rights reserved.
  • 20. Direction Maximise shareholder value by following these strategic themes: leader in chosen markets first choice for our customers driving down day-to-day operational costs Money Customers People (Employees) Lowest unit cost retail Continuously improving Well-managed, strongly distribution and branch quality customer service motivated people. Create service delivery comparable with the best highly- productive, customer- retailers. Enhance lasting needs-focused, fully- customer relationships compliant, salesforce through effective segmentation. Critical Success factors & Key Performance Indicators cost-income ratio customer satisfaction index staff viewpoint measure groupwide CARE index for all operational standards index complaint monitoring leadership index activity migration index (measure of sahre of wallet (average empathy index at all levels product holdings) moving customer activity to appropriate customer attrition staff turnover means) ... ... … © Chris Skinner. All rights reserved.
  • 21. © Chris Skinner. All rights reserved.
  • 22. Commu- -nicating © Chris Skinner. All rights reserved.
  • 23. “Send reinforcements, we are going to advance” “Send three and four pence, we are going to a dance” © Chris Skinner. All rights reserved.
  • 24. The Blunt Razor “The ABC Mach 3 solution provides an innovation in sharing through the addition of a highly robust, tungsten steel third blade. This three blades systems is integrated with the latest technology to enable the user to bring to bear the utensil in such a way as to allow fewer strokes to achieve a close shave. The result of the three blades, fixed head integration is truly innovating in that the reduction of strokes to the face ensures the user has less irritation when applying this technology.” © Chris Skinner. All rights reserved.
  • 25. The Blunt Razor “The ABC Mach 3 solution provides an innovation in sharing through the addition of a highly robust, tungsten steel third blade. This three blades systems is integrated with the latest technology to enable the user to bring to bear the utensil in such a way as to allow fewer strokes to achieve a close shave. The result of the three blades, fixed head integration is truly innovating in that the reduction of strokes to the face ensures the user has less irritation when applying this technology.” © Chris Skinner. All rights reserved.
  • 26. Razor Sharp Focus Gillette Mach 3 “3 blades, fewer strokes, less irritation” © Chris Skinner. All rights reserved.
  • 27. Why is this so difficult BLAISE PASCAL 1623-1662 , (1657), xvi “I didn’t have time to write a short letter, so I wrote a long one instead.” Mark Twain © Chris Skinner. All rights reserved.
  • 28. © Chris Skinner. All rights reserved.
  • 29. Credibility Statements Credibility Statements are statements that position corporate strength. They provide key information about the organisation, its size and breadth, the range of customers, the value of revenues, the excellence of its people and systems. The aim of these statements is to build trust in the company for investing in their products. These statements should answer the question, “Will they be around in five years from now if I buy from them today?” Examples: • more than 20,000 clients in over 50 countries • 47 of the world’s 50 largest financial services institutions. • $15 trillion in investment assets worldwide are accounted for and managed daily our systems
  • 30. Capability Statements Capability Statements are statements that position the product and differentiate the product from the competition. They tend to be product- centric, and focus upon highlighting the features, functionality, pricing and technical benefits of the product being offered. The aim of these statements is to attack the competitive offerings direct and ensure that the product is clearly positioned as differentiated in the customer’s mind. These statements should answer the question, “Why should I buy this product rather than another one?” Examples: • First database to pass 15 industry standard security evaluations and first Real Application Clustering • First native XML support in a relational database • First fully integrated relational and multidimensional database
  • 31. Value Statements Value Statements focus upon the business benefits of the products offered. These are often customer testimonial based and are the most important statements for closing business. Typically, such statements focus upon how clients gained cost savings, revenue increases, customer relationship and retention improvements, employee productivity hikes, and related benefits. The aim of these statements is to demonstrate that not only is the product technically superior (capability statements) but also practically superior. These statements should answer the question, “What will this do for my business?” Examples: • 50% increase in responses to followed up leads, Advance Bank • Response rates of 38% to 50%, Banco Populare di Navara • 14 million contacts per year, with response rates up from 10% to in excess of 25%, Royal Bank of Scotland
  • 32. Example use “THE BEST A MAN CAN GET” – Credibility Statement – You can trust our brand because we’ve been around for over a cnetury and we have a globally recognised brand • THREE BLADES – Capability Statement – Three blades means that you get a 66% closer shave than with one blade – This gives the advantage of: • FEWER STROKES – Capability and Value Statement – Fewer strokes is provided by the three blades, so you only need to run the razor over the skin once, which leads to: • LESS IRRITATION – Value Statement – Less irritation means much nicer skin and better look © Chris Skinner. All rights reserved.
  • 33. Layers of communication Headline • The Rationale: the Value Proposition and the Capability, Credibility and Value Statements Heartline • The Story: the Value Proposition and the Capability, Credibility and Value Statements
  • 34. Summary • Clear Direction – PEST and Competitive Landscape • Clear Internal Communication – A Financial Mission (the Objective) – A Vision for the People (the Journey) – A Customer Raison D’Etre (the Difference) • Clear External Communication – Razor sharp value propositions, supported by distinct and demonstrable • Credibility (The Company), • Capability (The People), and • Value (The Customer) statements © Chris Skinner. All rights reserved.
  • 35. Chris Skinner @FSClub and @Chris_Skinner www.thefinanser.com © Chris Skinner. All rights reserved.