This document contains a company's confidential business presentation (CBP) which includes summaries of the company's financial performance, operations, leadership, and spiritual metrics over the past three years. Key points from the CBP include: 1) Financial metrics like sales, profits, and return on capital employed are presented for the past, current, and next years to assess the company's economic value added. 2) The CBP evaluates the company's leadership, staff development, organizational culture, and ministry efforts based on ratings over the past three years. 3) Goals and issues are identified relating to relationships, technical skills, leadership improvement, and increasing spiritual value added in the coming year.

1. Name of Company Date
C12 Member Title Member Since
three two current year next year
years ago years ago last year (expected) (forecast)
Annual Net Sales ($000)
Pre-tax Profit ($000)
Number of Employees
Briefly describe your business, industry and/or market:
List the information about your Senior Management Team (limit to top 8 reports):
first name position years with company
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Current mission, vision and/or core value statements, or check here if none exist:
baseline information
Core Business Presentation
[MEETING DAY PRESENTATION TIP: highlight just six to eight key items
on pages 1–8 to leave 45 minutes for Key Issues for Group Discussion.]

2. significant changes over the past year
Describe any key changes in your product/service, market or your marketing strategy:
Describe any major changes regarding staffing and organizational development:
Describe any significant changes in your personal, professional or spiritual life:
Describe any other noteworthy events or changes during the past year:

3. relationships
Looking forward one year, what are the things you would like to improve in the relational areas of your life, such as
your marriage, family or spiritual walk? How do you plan to accomplish them, and how will you measure success?
area/issue actions planned target/metric
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2
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What goals and progress did you make in this/these area(s) last year?
technical expertise
What technical expertise will you need to gain in the next 12 months in order to improve your competence as the
leader of your business? What will you do and when will you do it?
area of competence action when
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What goals and progress did you make in this/these area(s) last year?
goals & achievements
overall leadership
Looking forward one year, and based on the needs identified by your Tri-Value Model results, what three specific
areas of your leadership performance do you need to improve the most? How do you plan to change them, and how
will you measure success?
area/issue change desired target/metric
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2
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4. Review your Tri-Value Model results and explain your ratings to the Group.
Note: If this is your first presentation, or if you need to review the process of using the Tri-Value Model, please reference “Adding Value” in
the A Solid Foundation section of your C12 Member binder or see your C12 Chair.
team value added (tva)
corporate tva
Rate each item 1-10 compared to potential.
three two current
years ago years ago last year year
Is your team positive, supportive and
complimentary towards each other?
Are they setting and meeting ‘stretch’
targets that require teamwork?
Are they innovating and pushing
the envelope?
Are they developing their
replacements?
Are they participating in the
ministry dimension more fully?
Are they thankful or
becoming complacent?
How is their attendance
and work ethic?
Is loyalty high and
turnover low?
individual tva (my direct reports)
1. Are they more or less valuable in the business this year? (“M” for more, “L” for less, leave blank for same)
taking ministry new loyal or better
name training skills focus innovation reliable attitude other
m l m l m l m l m l m l m l
tri-value model

5. 2. What have I done to facilitate their added value? (Please fill in the appropriate buttons below.)
A—personal encouragement, B—modeling/mentoring, C—recognition, D—rewards, E—training.
three two current
name years ago years ago last year year
a b c d e a b c d e a b c d e a b c d e
Explanatory Comments:
3. Is the staff adding value by developing their direct reports? If so, how? (Mark with appropriate letters below.)
A—personal encouragement, B—modeling/mentoring, C—recognition, D—rewards, E—training.
three two current
name years ago years ago last year year
a b c d e a b c d e a b c d e a b c d e
Explanatory Comments:
Describe your overall priorities & plans for organization development/team-building:
Explanatory Comments:

6. economic value added (eva)
Measures Related to Financial Stewardship
A fundamental measure of our management performance and stewardship is the productivity of the assets we’ve
been entrusted with in producing net income. Return on Capital Employed (ROCE) provides such a metric. Healthy
companies average 10–15% ROCE, but many firms generate higher ROCEs, some beyond 50 or 100%. On the other
hand, if your ROCE is 5% and it costs you 6% interest to expand, or you can invest elsewhere for a greater return,
you have stewardship issues. How are you doing?
current year next year
($000) last year (expected) (forecast)
1. Net Sales
2. Income (before taxes)
3. Estimated Income Taxes1
4. Net Income (2-3)
5. Owner Equity (incl. retained earnings)
6. All Interest-Bearing Debt2
7. Total Capital Employed (5+6)
8. Return on Capital Employed (4/7), %
1. For all pass-through entities that do not pay corporate income taxes (i.e. Sub S, LLC, partnerships, etc), assume the following tax rates unless you know your actual combined federal and state tax rate:
Income before tax of $100K or less, use 30%, or Income before tax of more than $100K, use 40%
2. Includes long-term debt and, conservatively, “permanent” credit lines that aren’t zeroed-out at year-end.
peer benchmarking
Compared to businesses of similar size and type, how well does yours perform? Are you above average? Are you a
“top-tier” performer? Or are your merely working to earn a paycheck? How do you know? Please share current data
or analysis, below, to support your conclusions.
My relative financial performance vs. peer companies:
Note: ProfitCents Benchmarking software is available to all C12 members. Check out profitcents.com or consult your C12 Area Chair for more information.
key operating metrics
What critical measures make up your “Management Dashboard” as real performance drivers and indicators of com-
pany health? Please list the top few.
Note: Please attach any summary financials which would aid your fellow C12 members in analyzing your business.
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7. spiritual value added (sva)
Measures Related to Producing Eternal Fruit
overall status and plans
Briefly describe your current overall ministry activities and direction:
personal sva
Rate each item 1-10 compared to potential
three two current
years ago years ago last year year
1. Personally modeling ministry
2. Mentoring others in ministry
3. Encouraging/freeing others to minister through business
corporate sva
Rate first two items 1-10 compared to potential
three two current
years ago years ago last year year
1. Discipling offered to those we touch in business
2. Salvation/Gospel offered to others
3. Percent (%) of net earnings given to Kingdom causes
ministry results
List actual numbers
three two current
years ago years ago last year year
1. Salvation (Received Christ)
2. Sanctification (Attended Christ-centered events)
3. Service ($000 given to God’s work)

8. key issues for group discussion
What three questions do you have for the group this year? Describe each issue and then state the specific question
you would like the group to address.
1. Issue and Background:
Specific question for this group:
2. Issue and Background:
Specific question for this group:
3. Issue and Background:
Specific question for this group:

9. Presenter Date
Submitted by
feedback
Use the space below to record your thoughts, ideas and recommendations for today’s CBP presenter. Pass this back
to him/her at the conclusion of the discussion.
CBP