(482,2,'2012-08-25 15:19:16','2012-08-25 23:19:16','&nbsp;\n\n<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide16.png\"><img class=\"aligncenter size-full wp-image-628\" title=\"Slide1\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide16.png\" alt=\"\" width=\"720\" height=\"540\" /></a>Many businesses supplying to complex customer-chains struggle to differentiate; they often have been commoditized by customers’ Purchasing functions insisting on standardized specs that can be met by multiple suppliers; as a result, these businesses may chronically underperform, with lackluster growth and profitability.\n\nTypically, these businesses focus product development and marketing primarily on their immediate customers, primarily reacting to Purchasing and sometimes Technical functions. Yet these functions often do not share their most valuable insights, and may not be as aware of some emerging trends as their Marketing &amp; Sales functions. A central goal of these supplier-facing functions is often to keep the suppliers’ offerings commoditized.\n\nAs a result, these businesses typically have a superficial, incomplete, inaccurate understanding of what their customers’ customers would actually value most. They often are not familiar enough with the experiences of downstream entities to understand what improved experiences those entities would potentially value most.\n\nThey therefore often have little insight into what their immediate customers could and should deliver downstream, most profitably. These businesses may develop products and services that respond dutifully to their customers’ requests, but are often disappointed in actual volume and pricing results. They remain subject to price pressures from their immediate customers, and rarely identify major new differentiation opportunities early enough to capitalize on them fully.\n\n<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide2.png\"><img class=\"aligncenter size-full wp-image-622\" title=\"Slide2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide2.png\" alt=\"\" width=\"720\" height=\"540\" /></a>\n<h2>The larger context of the Value Delivery Chain</h2>\nMany businesses are links in a chain of suppliers and customers. Value Delivery shows managers how to understand and creatively manage this chain, not as the product/service make-sell process depicted by the popular frameworks of supply chain and value chain. Rather, Value Delivery enlightens managers to see a Value Delivery Chain: a symbiotic group of relationships focused on delivering complementary and integrated Value Propositions across that whole chain.\n<h2>Video:The Value Delivery Chain</h2>\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\n\n<object width=\"560\" height=\"340\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"560\" height=\"340\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\n<h2>Will the real customer please stand up?</h2>\nManagers thereby frequently realize the awesome power of delivering propositions to the primary entities, the most crucial customers, such as end-users, who are often more distant than the more immediate customers on whom many businesses focus too exclusively. At the same time, superior supporting Value Propositions must be delivered, in complementary fashion, to these more immediate, intermediary customers.\n<h2>Redesigning the chain, for profitable growth</h2>\nThis perspective can provide a strategically focused guide to the creative redesign of entire Value Delivery Chains. <em>DPV</em> is therefore highly relevant to fundamental market strategy, as well as supply chain management. It also applies to any manager trying to grapple coherently, and not just reactively, with the internet phenomenon impacting many markets, and confusing managers, throughout the world today.\n<h2>SUPPLIERS, CUSTOMERS, THEIR CUSTOMERS, ETC. FORM A VALUE DELIVERY CHAIN</h2>\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross1.gif\" alt=\"\" align=\"center\" border=\"0\" />\n<h2>An integrated strategy delivers superior value across the entire Value Delivery Chain</h2>\n<h2>ASK WHERE THE TRUE PRIMARY ENTITIESARE IN THE CHAIN</h2>\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross2.gif\" alt=\"\" align=\"center\" border=\"0\" />\n\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/DPV_Deliver_Value_3.jpg\" alt=\"\" align=\"center\" border=\"0\" />','Enable Customers\' Value Delivery','','inherit','open','open','','176-autosave','','','2012-08-25 15:19:16','2012-08-25 23:19:16','',176,'http://www.dpvgroup.com/2012/04/176-autosave/',0,'revision','',0),(489,2,'2012-04-25 15:21:34','2012-04-25 23:21:34','','VP R&C','','inherit','open','open','','vp-rc','','','2012-04-25 15:21:34','2012-04-25 23:21:34','',171,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC.png',0,'attachment','image/png',0),(490,2,'2012-04-25 15:25:10','2012-04-25 23:25:10','','VP R&C','','inherit','open','open','','vp-rc-2','','','2012-04-25 15:25:10','2012-04-25 23:25:10','',171,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC1.png',0,'attachment','image/png',0),(491,2,'2008-10-19 18:17:56','2008-10-19 22:17:56','<h3>A logical framework of value-delivery</h3>\n<strong>Real and Complete Value Propositions – </strong>Managers then learn to interpret these becoming the customer insights, and thus formulate a winning Value Proposition that would generate meaningful growth. Choosing such a proposition means making a disciplined, precise decision as to what the business will ask customers to do (including what products and services they will be asked to buy and use), and what specific experiences the business will cause the customer to have as a result.\n\n<h2>Video: The Value Proposition</h2>\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\n<h3>Slides:</h3>\n\n<img style=\"display: inline;\" title=\"image\" src=\"/wp-content/uploads/image2.png\" alt=\"image\" />\n\n<img style=\"display: inline;\" title=\"image\" src=\"/wp-content/uploads/image3.png\" alt=\"image\" />','Choose Real Value Propositions','','inherit','open','open','','171-revision','','','2008-10-19 18:17:56','2008-10-19 22:17:56','',171,'http://www.dpvgroup.com/2008/10/171-revision/',0,'revision','',0),(492,2,'2012-04-25 15:29:27','2012-04-25 23:29:27','','VP Is Is Not 1','','inherit','open','open','','vp-is-is-not-1','','','2012-04-25 15:29:27','2012-04-25 23:29:27','',171,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-1.png',0,'attachment','image/png',0),(493,2,'2012-04-25 15:36:24','2012-04-25 23:36:24','','VP Is Is Not 2','','inherit','open','open','','vp-is-is-not-2','','','2012-04-25 15:36:24','2012-04-25 23:36:24','',171,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-2.png',0,'attachment','image/png',0),(499,2,'2012-04-30 10:33:32','2012-04-30 18:33:32','','VP R&C','','inherit','open','open','','vp-rc-3','','','2012-04-30 10:33:32','2012-04-30 18:33:32','',171,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC2.png',0,'attachment','image/png',0),(494,2,'2012-04-25 15:27:33','2012-04-25 23:27:33','<h3>A logical framework of value-delivery</h3>\r\n<strong>Real and Complete Value Propositions – </strong>Managers then learn to interpret these becoming the customer insights, and thus formulate a winning Value Proposition that would generate meaningful growth. Choosing such a proposition means making a disciplined, precise decision as to what the business will ask customers to do (including what products and services they will be asked to buy and use), and what specific experiences the business will cause the customer to have as a result.\r\n<h2>Video: The Value Proposition</h2>\r\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\r\n\r\n<object width=\"560\" height=\"340\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"560\" height=\"340\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n\r\n<img class=\"aligncenter  wp-image-490\" title=\"VP R&amp;C\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC1-1024x698.png\" alt=\"\" width=\"512\" height=\"349\" />\r\n<h3></h3>\r\n&nbsp;\r\n\r\n&nbsp;','Choose Real Value Propositions','','inherit','open','open','','171-revision-2','','','2012-04-25 15:27:33','2012-04-25 23:27:33','',171,'http://www.dpvgroup.com/2012/04/171-revision-2/',0,'revision','',0),(495,2,'2012-04-25 15:38:42','2012-04-25 23:38:42','<h3>A logical framework of value-delivery</h3>\r\n<strong>Real and Complete Value Propositions – </strong>Managers then learn to interpret these becoming the customer insights, and thus formulate a winning Value Proposition that would generate meaningful growth. Choosing such a proposition means making a disciplined, precise decision as to what the business will ask customers to do (including what products and services they will be asked to buy and use), and what specific experiences the business will cause the customer to have as a result.\r\n<h2>Video: The Value Proposition</h2>\r\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\r\n\r\n<object width=\"560\" height=\"340\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"560\" height=\"340\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n<p style=\"text-align: center;\"><img class=\"aligncenter  wp-image-490\" title=\"VP R&amp;C\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC1-1024x698.png\" alt=\"\" width=\"512\" height=\"349\" /></p>\r\n<p style=\"text-align: center;\"><img class=\"aligncenter  wp-image-492\" title=\"VP Is Is Not 1\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-1-1024x432.png\" alt=\"\" width=\"512\" height=\"216\" /><img class=\"aligncenter  wp-image-493\" title=\"VP Is Is Not 2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-2-1024x335.png\" alt=\"\" width=\"512\" height=\"167\" /></p>','Choose Real Value Propositions','','inherit','open','open','','171-revision-3','','','2012-04-25 15:38:42','2012-04-25 23:38:42','',171,'http://www.dpvgroup.com/2012/04/171-revision-3/',0,'revision','',0),(496,2,'2011-06-19 14:30:56','2011-06-19 22:30:56','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>First created concepts (and coined phrases): <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li> Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li> Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li> Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li><span style=\"color: #000000;\">Recently joined <em>The DPV Group </em>as Managing Partner after a distinguished career in Senior Marketing, General Management, and Consulting positions</span></li>\r\n	<li><span style=\"color: #000000;\">Now leading <em>DPVG</em>\'s  application of strategic consumer-marketing principles to both B2C and B2B clients</span></li>\r\n	<li>Most recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li> 28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li> Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others<!--EndFragment--></li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">29 years Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Consumer-product development consulting, major chemical firms, with DPVG, since 2002</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting 2000-02</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li> Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li> DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li> Eastman Kodak 1983-99</li>\r\n	<li> Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li> A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li> Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li> Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li> &gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li> BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li> &gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li> 20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li> Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li> B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Steven J. Puls (Atlanta) - Business Analyst</span></h3>\r\n<ul>\r\n	<li>3 years in Customer Service for Residential Homebuilders</li>\r\n	<li>7 years management experience in mass-merchant store and industrial building supplies</li>\r\n	<li>Analytic support for DPV projects in Paper, Consumer Electronics</li>\r\n	<li>Accounting and administrative management support for DPVG, 1994-present</li>\r\n	<li>BA, Political Science, UCLA</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Saratoga Springs, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Barely of legal drinking age, Michael still brings 3 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: To graduate BA Skidmore College 2010; approved for unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-9','','','2011-06-19 14:30:56','2011-06-19 22:30:56','',243,'http://www.dpvgroup.com/2011/06/243-revision-9/',0,'revision','',0),(498,2,'2008-11-20 10:48:20','2008-11-20 18:48:20','The DPV approach is meant to help organizations manage their businesses with a single-minded focus on achieving breakthrough profitable growth by deeply understanding current and potential customers, in their market context, and then profitably delivering clearly superior Value Propositions to them.\n\nWhile not many managers would reject this deceptively simple idea, it does not actually describe the various conventional business cultures common today. Indeed, achieving a truly market-focused, value-delivery-driven organization is easier said than done, and for most organizations means deliberately changing the business-culture significantly. But from what? Where are most organizations today? Although a simplification, we believe that most of conventional business culture today can be divided into two broad types: the Internally-Driven and Customer-Compelled, both of which usually co-exist in various permutations within the same organization.\n\nBelow, you can read descriptions of these cultural mindsets, and variations on them, and consider whether your organization exhibits some of these same traits today. Following this section, you can assess the extent to which your organization, for one business you choose to review, does explore the market and develop strategy in ways close to the DPV approach.\n<h2>Are we Internally-Driven?</h2>\n<h3>Video: Internally Driven</h3>\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/eXeMlcAzfRI&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/eXeMlcAzfRI&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\n<h3>Overall</h3>\nManaging a business in an Internally-Driven fashion results from the need of every enterprise to focus intently on its own internal processes for developing, producing and marketing its products or services. Such an organization can easily be so focused on these processes that it under-appreciates the importance and power of analytic, profound insight into customers\' real behavior, motivations and competing alternatives.\n\nThe priority of highly Internally-Driven organizations is to produce what utilizes their existing resources, and then to sell it to customers. Fundamentally rethinking an organization\'s businesses, truly from the perspective of customers, is difficult for an Internally-Driven organization. Rationalizations abound for perpetuating this approach.\n\nOverall, to what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\nBelow are six descriptions of more specific \"Internally-Driven\" business cultures. Consider to what extent each depicts the business you are reviewing\n<h3>Internally-Driven - A.: \"Technology-Driven\"</h3>\nBy this philosophy, products should be developed based on the technologies we have developed or which are being pursued by competition; then these products should be marketed and sold to the customers most needing them. Although product development, in this approach, may react to input from customers, it is not primarily driven by an understanding of and commitment to the resulting experiences customers want.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Internally-Driven - B.: \"Cost-Controlled \"</h3>\nBy this philosophy, cost is controlled independently of value delivered to customers, beyond the indirect impact on price. The Cost-Controlled organization may commit to \"not reducing our excellent quality or service,\" while reducing cost; but beyond vague generalities, there is limited if any systematic measure or analysis of the impact of cost reductions on actual value delivered to customers. Short term and even long term costs may improve, but without serious regard to growth or long term profit.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Internally-Driven - C.: \"Supply-Chain-Yanked\"</h3>\nThis special cultural form emerged in the 1990\'s, much fueled by the mass dot com illusions. It often reflects a triumphant alliance between IT (usually harboring a strong Technology-Driven worldview), and the Procurement function. This culture disregards the research of the 1970\'s and 80\'s that showed the value of close, supportive relationships with suppliers. Instead, in the name of lofty \'Supply Chain Partnerships\' and using cutting edge technology where possible, this mentality focuses on reducing all issues, especially all relationships with suppliers, to the question of cost and price. Costs are cut, but often at the expense of suppliers\' abilities to help the business deliver value, and thus at the expense of the business\' long term profitability. (While easy to vilify the Procurement function for this syndrome, it is often the relentless corporate pressures for short term earnings that primarily drive this behavior.)\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Internally-Driven - D.: \"Sales-Obsessed\"</h3>\nWith this mentality, the Sales function does whatever it takes to convince customers to buy what we make, regardless of long term value actually delivered, and regardless of profitability. While easy to blame Sales, this approach usually reflects the priorities assigned to this function by senior management. Customers may be asked what they want and require, but mostly to facilitate answering objections and better positioning our product/service. The Selling function does not attempt to discover new experiences that customers would potentially value. If the customer ultimately does not get superior value, or if the business makes inadequate profit, these are not concerns of the Sales Obsessed.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Internally-Driven - E.: \"Marketing Muscle-Bound\"</h3>\nHere the Marketing function takes exclusive ownership for understanding customers. It takes great pride in its expertise in a wide range of established, often sophisticated, marketing methodologies (e.g., Conjoint Analysis, Multivariate Research and Segmentation, Focus Groups, psycho-graphics, concept testing, etc.). But the organization loses the forest for the trees - we proudly use scientific (or, scientific-sounding) techniques, specialized (sometimes pretentious) vocabulary, and treat the customer as Marketing\'s turf, but often fail to discover actionable insights, or to really understand customers deeply. Winning Value Propositions are rarely the result.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Internally-Driven - F.: \"Short-Term Budget-Bound &amp; Financially-Frustrated \"</h3>\nHere, we must produce certain short-term, largely financial, quantitative results expressed in our budget process, often at the expense of delivering or even measuring value to our customers. Sales volumes, costs, profit, asset levels and financial ratios (e.g.. ROA, ROE, etc.) are the dominant content of the documents that count, our Budgets. Our business must manipulate whatever variables necessary to produce those results over 1-year and shorter time frames. We may blame share holders or other forces, but making these numbers is equated with \"management\" and \"leadership.\" Understanding and pursuit of the drivers of these numbers, especially longer-term, are not of much importance in this philosophy.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h2>Are We Customer-Compelled?</h2>\n\n<h3>Video: Customer-Compelled</h3>\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/hVIU3p1IibA&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/hVIU3p1IibA&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\n<h3>Overall</h3>\nOn the other hand, to escape the more obvious pitfalls of Internally-Driven thinking, many try the seemingly logical alternative: commit to everything customers request. The soothing advice: \'Be close, listen to customers, promise total satisfaction, do as they say, meet - nay exceed - their expectations; then you must surely succeed.\'\n\nBut this is no antidote for Internally-Driven - it cures one illness with another. Despite listening enthusiastically, the \"Customer-Compelled\" culture still usually fails to discover or deeply understand the specific experiences that customers would potentially most value, while encouraging fatally indecisive efforts to be all things to all people.\n\nOverall, to what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\nBelow are five descriptions of more specific \"Customer-Compelled\" business cultures. Consider to what extent each depicts the business you are reviewing\n<h3>Customer-Compelled A: \"Satisfaction-Facade\"</h3>\nIn this mentality the \'customer-facing\' functions promise customers a lot: promises of \"total (or guaranteed) customer satisfaction,\" \"customer partnerships,\" \"delight the customer,\" or \"customer first,\" abound. Yet, little attention has been given to identifying and prioritizing the specific resulting experiences that should be delivered, and what should not be delivered, to fulfill these vague commitments at all, let alone profitably. No real decisions or highly actionable, measurable commitments have been made. As a result, while feeling very \'customer oriented,\' the organization falls back on Internally-Driven criteria to make real decisions.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Customer-Compelled B: \"Suggestion-Boxed\"</h3>\nHere, the customer-facing functions listen assiduously to customers, asking what actions and features are desired, then pass on these suggestions and requests to the operational functions. This approach elicits customer opinions about what we should do in our internal functions, without helping us understand the more important question - what resulting experiences those customer would potentially most value. While imagining that we are \'listening to the voice of the customer,\' the operational functions, faced with an unfocused collection of suggestions, usually screen most of these out, and focus mostly on those which conform to Internally-Driven criteria.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Customer-Compelled C.: \"Distribution-Distracted\"</h3>\nHere, \"the customer\" is important (\'king,\' even), but rarely includes the actual users most crucial to our success. We concentrate mostly on the immediate customer entities, e.g. distribution channels and other intermediary entities, rarely making a sustained serious effort to establish dialogue and insightful understanding at the end-user part of our chain. This short-coming reflects a belief that actual users are too complex, unwieldy and numerous to understand, and can far better be understood by the immediate entity than by us. We then are perplexed to find that we seem able to compete only on a basis of price.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Customer-Compelled D.: \"Buyer-Bewitched\"</h3>\nHere, when we do interact with end-user entities, we stay mesmerized by the buying function (sometimes \'Procurement,\' sometimes \'Worldwide Supply Chain Management\'). This reflects the unchallenged power of the gate keepers, and again a belief that actual users inside the end-user entity are too difficult to understand, and can best be interpreted by the buying function not us. We then are surprised to receive our invitation to the reverse auction, where we really learn the meaning of competitive price.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>\n<h3>Customer-Compelled E.: \"Chaotically-Empowered-Reactive\"</h3>\nIn this somewhat extreme, if well-intentioned, version of the Customer-Compelled organization, all functions, not just Sales/Marketing, are urged to ask customers what they want, then to try to give it to them. This process is not bounded by any choice of customers to target, or what specific resulting experiences to deliver to them (let alone what not to deliver to them). Thus, the organization is encouraged to give anything requested to any and all customers, resulting in unfocused chaos much more than profitable value delivery.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"2\" width=\"800\">\n<tbody>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">1</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">2</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">3</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">4</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">5</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\"></p>\n</td>\n</tr>\n<tr>\n<td width=\"134\" valign=\"top\">\n<p align=\"center\">Not At All</p>\n</td>\n<td width=\"136\" valign=\"top\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td width=\"135\" valign=\"top\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td width=\"123\" valign=\"top\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody></table>','Trapped in the Conventional Culture?','','inherit','open','open','','272-revision','','','2008-11-20 10:48:20','2008-11-20 18:48:20','',272,'http://www.dpvgroup.com/2008/11/272-revision/',0,'revision','',0),(503,2,'2012-04-30 10:41:05','2012-04-30 18:41:05','<h3>A logical framework of value-delivery</h3>\r\n<strong>Real and Complete Value Propositions – </strong>Managers then learn to interpret these becoming the customer insights, and thus formulate a winning Value Proposition that would generate meaningful growth. Choosing such a proposition means making a disciplined, precise decision as to what the business will ask customers to do (including what products and services they will be asked to buy and use), and what specific experiences the business will cause the customer to have as a result.\r\n<h2>Video: The Value Proposition</h2>\r\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\r\n\r\n<object width=\"560\" height=\"340\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"560\" height=\"340\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n<p style=\"text-align: center;\"><img class=\"wp-image-499 aligncenter\" title=\"VP R&amp;C\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC2-1024x698.png\" alt=\"\" width=\"503\" height=\"342\" /></p>\r\n<p style=\"text-align: center;\"><img class=\"aligncenter  wp-image-492\" title=\"VP Is Is Not 1\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-1-1024x432.png\" alt=\"\" width=\"512\" height=\"216\" /></p>\r\n<p style=\"text-align: center;\"><img class=\"aligncenter  wp-image-493\" title=\"VP Is Is Not 2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-2-1024x335.png\" alt=\"\" width=\"512\" height=\"167\" /></p>','Choose Real Value Propositions','','inherit','open','open','','171-revision-6','','','2012-04-30 10:41:05','2012-04-30 18:41:05','',171,'http://www.dpvgroup.com/2012/04/171-revision-6/',0,'revision','',0),(500,2,'2012-04-25 15:40:43','2012-04-25 23:40:43','<h3>A logical framework of value-delivery</h3>\r\n<strong>Real and Complete Value Propositions – </strong>Managers then learn to interpret these becoming the customer insights, and thus formulate a winning Value Proposition that would generate meaningful growth. 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Choosing such a proposition means making a disciplined, precise decision as to what the business will ask customers to do (including what products and services they will be asked to buy and use), and what specific experiences the business will cause the customer to have as a result.\r\n<h2>Video: The Value Proposition</h2>\r\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\r\n\r\n<object width=\"560\" height=\"340\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"560\" height=\"340\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/U8zhfAwW6rc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n<p style=\"text-align: center;\"></p>\r\n<p style=\"text-align: center;\"><img class=\"wp-image-499 aligncenter\" title=\"VP R&amp;C\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-RC2-1024x698.png\" alt=\"\" width=\"503\" height=\"342\" /></p>\r\n<p style=\"text-align: center;\"><img class=\"aligncenter  wp-image-492\" title=\"VP Is Is Not 1\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-1-1024x432.png\" alt=\"\" width=\"512\" height=\"216\" /><img class=\"aligncenter  wp-image-493\" title=\"VP Is Is Not 2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-2-1024x335.png\" alt=\"\" width=\"512\" height=\"167\" /></p>','Choose Real Value Propositions','','inherit','open','open','','171-revision-5','','','2012-04-30 10:39:11','2012-04-30 18:39:11','',171,'http://www.dpvgroup.com/2012/04/171-revision-5/',0,'revision','',0),(502,2,'2012-04-30 10:50:08','2012-04-30 18:50:08','','VP Is Is Not 1-2','','inherit','open','open','','vp-is-is-not-1-2','','','2012-04-30 10:50:08','2012-04-30 18:50:08','',171,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VP-Is-Is-Not-1-2.png',0,'attachment','image/png',0),(523,2,'2012-08-17 15:00:47','2012-08-17 23:00:47','','DSC_0011','','inherit','open','open','','dsc_0011-2','','','2012-08-17 15:00:47','2012-08-17 23:00:47','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111.png',0,'attachment','image/png',0),(508,2,'2012-08-15 06:49:10','2012-08-15 14:49:10','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Most recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li>Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li>DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li>Eastman Kodak 1983-99</li>\r\n	<li>Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Saratoga Springs, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Barely of legal drinking age, Michael still brings 3 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: To graduate BA Skidmore College 2010; approved for unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-13','','','2012-08-15 06:49:10','2012-08-15 14:49:10','',243,'http://www.dpvgroup.com/2012/08/243-revision-13/',0,'revision','',0),(505,2,'2012-04-28 09:51:53','2012-04-28 17:51:53','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Most recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li>Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li>DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li>Eastman Kodak 1983-99</li>\r\n	<li>Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Saratoga Springs, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Barely of legal drinking age, Michael still brings 3 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: To graduate BA Skidmore College 2010; approved for unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-10','','','2012-04-28 09:51:53','2012-04-28 17:51:53','',243,'http://www.dpvgroup.com/2012/04/243-revision-10/',0,'revision','',0),(506,2,'2012-08-15 06:37:05','2012-08-15 14:37:05','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Most recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li>Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li>DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li>Eastman Kodak 1983-99</li>\r\n	<li>Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<span style=\"color: #993300;\"><strong>Glenne Harding (San Francisco) - Senior Consultant</strong></span><strong></strong>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Saratoga Springs, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Barely of legal drinking age, Michael still brings 3 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: To graduate BA Skidmore College 2010; approved for unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-11','','','2012-08-15 06:37:05','2012-08-15 14:37:05','',243,'http://www.dpvgroup.com/2012/08/243-revision-11/',0,'revision','',0),(507,2,'2012-08-15 06:47:49','2012-08-15 14:47:49','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Most recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li>Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li>DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li>Eastman Kodak 1983-99</li>\r\n	<li>Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n&nbsp;\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Saratoga Springs, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Barely of legal drinking age, Michael still brings 3 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: To graduate BA Skidmore College 2010; approved for unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-12','','','2012-08-15 06:47:49','2012-08-15 14:47:49','',243,'http://www.dpvgroup.com/2012/08/243-revision-12/',0,'revision','',0),(510,2,'2012-08-17 11:25:10','2012-08-17 19:25:10','','VDS','','inherit','open','open','','vds-3','','','2012-08-17 11:25:10','2012-08-17 19:25:10','',149,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS2.png',0,'attachment','image/png',0),(511,2,'2010-04-09 06:50:09','2010-04-09 14:50:09','<table border=\"0\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\" bordercolor=\"#993300\"><strong>\r\nPROFESSIONAL SERVICES OF <em>THE DPV GROUP, LLC</em></strong>\r\n\r\n<strong><span>\r\nTO HELP BUSINESSES DEVELOP BREAKTHROUGH PROFITABLE</span></strong>\r\n\r\n<strong> </strong>\r\n\r\n<strong><span> GROWTH STRATEGIES &amp; ASSOCIATED CAPABILITIES</span></strong></td>\r\n</tr>\r\n<tr>\r\n<td><strong>\r\n<span>Explore current experience of entities across our relevant Chain...</span>\r\n</strong>\r\n\r\n<strong>\r\n</strong></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/DPV_Concepts_1.jpg\" alt=\"\" /></td>\r\n</tr>\r\n<tr>\r\n<td><span> <strong>...and formulate our winning value delivery strategy</strong>\r\n</span></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/DPV_Concepts_1_1.gif\" alt=\"\" /></td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<p style=\"text-align: left;\">The DPV Group (DPVG) provides strategic consulting and executive education to help business organizations achieve, and institutionalize the capabilities needed for, breakthrough profitable growth. We focus on the concepts, frameworks, and methodology of Delivering Profitable Value (DPV), helping clients learn and use this market-focused approach.</p>\r\n<p style=\"text-align: left;\">DPVG professionals are highly experienced in line/general management and/or strategy consulting, including senior positions in world class firms, most having graduate degrees. All are deeply committed to truly understanding our clients and then helping them use the DPV approach to become dramatically better at:</p>\r\n<p style=\"padding-left: 30px;\">a) discovering strategically important insights into customers and markets;</p>\r\n<p style=\"padding-left: 30px;\">b) translating these insights into realistic, winning value-delivery strategies and business plans that can generate profitable breakthrough growth</p>\r\n<p style=\"padding-left: 30px;\">c) and then successfully implementing such plans, including building new capabilities and deploying the appropriate resources</p>\r\nAnd related to this commitment, our people genuinely care about the professional and business success of our clients and their organizations.\r\n\r\nTo learn more about our ability to coach and guide organizations to use DPV in pursuit of breakthrough, profitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\">Growth-Strategy Consulting</a>.\r\n\r\nTo learn more about our ability to present and teach the DPV concepts and methodology to managers in executive education seminars, see <a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\">Growth-Strategy Executive Education</a>.','Services','','inherit','open','open','','149-revision-6','','','2010-04-09 06:50:09','2010-04-09 14:50:09','',149,'http://www.dpvgroup.com/2010/04/149-revision-6/',0,'revision','',0),(512,2,'2012-08-17 11:34:41','2012-08-17 19:34:41','','Mike Lanning pic','','inherit','open','open','','mike-lanning-pic','','','2012-08-17 11:34:41','2012-08-17 19:34:41','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic.png',0,'attachment','image/png',0),(524,2,'2012-08-17 15:03:05','2012-08-17 23:03:05','','MLM pic','','inherit','open','open','','mlm-pic-2','','','2012-08-17 15:03:05','2012-08-17 23:03:05','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1.png',0,'attachment','image/png',0),(513,2,'2012-08-15 06:52:26','2012-08-15 14:52:26','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li>Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li>DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li>Eastman Kodak 1983-99</li>\r\n	<li>Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Michael brings 4 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: BA with Honors, Skidmore College 2010; unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-14','','','2012-08-15 06:52:26','2012-08-15 14:52:26','',243,'http://www.dpvgroup.com/2012/08/243-revision-14/',0,'revision','',0),(514,2,'2012-08-17 11:50:09','2012-08-17 19:50:09','','Helmut Meixner pic vert','','inherit','open','open','','helmut-meixner-pic-vert','','','2012-08-17 11:50:09','2012-08-17 19:50:09','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic-vert.png',0,'attachment','image/png',0),(515,2,'2012-08-17 12:26:36','2012-08-17 20:26:36','','IMG_0892','','inherit','open','open','','img_0892','','','2012-08-17 12:26:36','2012-08-17 20:26:36','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892.png',0,'attachment','image/png',0),(520,2,'2012-08-17 14:22:13','2012-08-17 22:22:13','','Helmut Meixner pic','','inherit','open','open','','helmut-meixner-pic','','','2012-08-17 14:22:13','2012-08-17 22:22:13','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic.png',0,'attachment','image/png',0),(521,2,'2012-08-17 14:26:21','2012-08-17 22:26:21','','IMG_0892','','inherit','open','open','','img_0892-2','','','2012-08-17 14:26:21','2012-08-17 22:26:21','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_08921.png',0,'attachment','image/png',0),(522,2,'2012-08-17 14:43:33','2012-08-17 22:43:33','','Helmut Meixner pic','','inherit','open','open','','helmut-meixner-pic-2','','','2012-08-17 14:43:33','2012-08-17 22:43:33','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1.png',0,'attachment','image/png',0),(516,2,'2012-08-17 13:17:14','2012-08-17 21:17:14','','DSC_0011','','inherit','open','open','','dsc_0011','','','2012-08-17 13:17:14','2012-08-17 21:17:14','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_0011.png',0,'attachment','image/png',0),(526,2,'2012-08-17 15:05:05','2012-08-17 23:05:05','','GH photo','','inherit','open','open','','gh-photo-2','','','2012-08-17 15:05:05','2012-08-17 23:05:05','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1.png',0,'attachment','image/png',0),(517,2,'2012-08-17 13:29:42','2012-08-17 21:29:42','','DanD1003','','inherit','open','open','','dand1003','','','2012-08-17 13:29:42','2012-08-17 21:29:42','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD1003.png',0,'attachment','image/png',0),(518,2,'2012-08-17 13:34:09','2012-08-17 21:34:09','','MLM pic','','inherit','open','open','','mlm-pic','','','2012-08-17 13:34:09','2012-08-17 21:34:09','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic.png',0,'attachment','image/png',0),(525,2,'2012-08-17 15:04:25','2012-08-17 23:04:25','','Sam Ross photo','','inherit','open','open','','sam-ross-photo','','','2012-08-17 15:04:25','2012-08-17 23:04:25','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png',0,'attachment','image/png',0),(519,2,'2012-08-17 13:42:25','2012-08-17 21:42:25','','GH photo','','inherit','open','open','','gh-photo','','','2012-08-17 13:42:25','2012-08-17 21:42:25','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo.png',0,'attachment','image/png',0),(527,2,'2012-08-17 15:07:06','2012-08-17 23:07:06','','DanD1003','','inherit','open','open','','dand1003-2','','','2012-08-17 15:07:06','2012-08-17 23:07:06','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031.png',0,'attachment','image/png',0),(529,2,'2012-08-17 15:23:33','2012-08-17 23:23:33','','IMG_0892 copy 2','','inherit','open','open','','img_0892-copy-2','','','2012-08-17 15:23:33','2012-08-17 23:23:33','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2.png',0,'attachment','image/png',0),(528,2,'2012-08-17 11:35:56','2012-08-17 19:35:56','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman             <a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic.png\"><img class=\"alignright size-medium wp-image-512\" title=\"Mike Lanning pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic-235x300.png\" alt=\"\" width=\"235\" height=\"300\" /></a></span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant </span></h3>\r\n<ul>\r\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\r\n	<li>Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\r\n	<li>DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\r\n	<li>Eastman Kodak 1983-99</li>\r\n	<li>Ph.D. Chemical Physics, Carnegie-Mellon</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\r\n	<li>The DPV Group, 1998 to present</li>\r\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\r\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Michael brings 4 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: BA with Honors, Skidmore College 2010; unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-15','','','2012-08-17 11:35:56','2012-08-17 19:35:56','',243,'http://www.dpvgroup.com/2012/08/243-revision-15/',0,'revision','',0),(530,2,'2012-08-17 15:30:14','2012-08-17 23:30:14','','HK','','inherit','open','open','','hk','','','2012-08-17 15:30:14','2012-08-17 23:30:14','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/HK.png',0,'attachment','image/png',0),(532,2,'2012-08-31 07:20:29','2012-08-31 15:20:29','Despite very common misconceptions about the origins of the term ‘Value Proposition,’ Michael Lanning actually originated this widely used (if often also misused) concept and term, plus the ‘Value Delivery System,’ while consulting for McKinsey &amp; Co in the 1980s.\n\nM. Lanning and partners (mid-90s) created the related also-influential concept, ‘Customer’s Resulting Experiences,’ &amp; the DPV discovery methodology ‘Becoming the Customer’ (studying what they do, not what they say they want).\n\nDPVG’s professionals bring skilled application of these tools, backed by decades of senior line management experience (e.g. P&amp;G, HP, Home Depot, Coke) consulting (including McKinsey and DPVG) and executive education.\n\nWe have served &gt;65 corporations (and many more businesses within them) in N America, Europe, Australia, SE Asia, Japan, and China; includes B2B &amp; B2C industries e.g. Chemicals, Telecomm, Info Tech (HW, SW, Integration), Financial Services, Imaging, Logistics, Pharmaceuticals, Oil &amp; Gas, Transportation, Lighting, Building &amp; Construction, Paper, Other Forest Prods, Utilities, Concrete, Beverages, Steel, and others.\n\nM. Lanning has taught an acclaimed executive education course based on his concepts to thousands of managers worldwide, and guest lectured at several leading graduate business schools.\n<h3>The DPVG professionals are:</h3>\n<ul>\n	<li><strong>Strateg</strong><strong>ically focused</strong>\n<ul>\n	<li><span style=\"font-weight: normal;\">Our core skills are in helping businesses </span><span><span style=\"font-weight: normal;\">discover, formulate and implement integrated total-chain strategies </span></span><span style=\"font-weight: normal;\">aimed at breakthrough profitable growth</span></li>\n	<li><span style=\"font-weight: normal;\">Most recently our work focuses on helping clients discover and act now on non-obvious new opportunities for innovation in value delivery, created or catalyzed by the current Downturn</span></li>\n	<li><span style=\"font-weight: normal;\">We are thought leaders in value delivery strategy: </span><span><span style=\"font-weight: normal;\">first created the seminal value-delivery concepts; developed the systematic DPV methodology for marketplace discovery; and wrote the definitive book on value-delivery </span></span></li>\n</ul>\n</li>\n</ul>\n<ul>\n	<li><strong>Able to both contribute directly to clients’ new strategies, and to help build their strategic capabilities</strong>\n<ul>\n	<li><span style=\"font-weight: normal;\">We have long track records for creative discovery and recognition of non-obvious strategic opportunities, as line managers and as strategy consultants</span></li>\n	<li><span style=\"font-weight: normal;\">We are skilled coaches, dedicated to helping organizations build the capabilities to creatively discover, formulate and implement breakthrough strategies</span></li>\n</ul>\n</li>\n</ul>','About Us','','inherit','open','open','','146-autosave','','','2012-08-31 07:20:29','2012-08-31 15:20:29','',146,'http://www.dpvgroup.com/2012/08/146-autosave/',0,'revision','',0),(531,2,'2012-08-17 15:10:15','2012-08-17 23:10:15','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman             <a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic.png\"><img class=\"alignright size-medium wp-image-512\" title=\"Mike Lanning pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic-235x300.png\" alt=\"\" width=\"235\" height=\"300\" /></a></span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1.png\"><img class=\"alignright  wp-image-522\" title=\"Helmut Meixner pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1-682x1024.png\" alt=\"\" width=\"208\" height=\"313\" /></a></span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_08921.png\"><img class=\"alignright  wp-image-521\" title=\"IMG_0892\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_08921-300x293.png\" alt=\"\" width=\"240\" height=\"234\" /></a></span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111.png\"><img class=\"alignright  wp-image-523\" title=\"DSC_0011\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111-238x300.png\" alt=\"\" width=\"214\" height=\"270\" /></a></span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1.png\"><img class=\"alignright  wp-image-524\" title=\"MLM pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1-300x297.png\" alt=\"\" width=\"219\" height=\"216\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\"><img class=\"alignright size-full wp-image-525\" title=\"Sam Ross photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\" alt=\"\" width=\"167\" height=\"167\" /></a></span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1.png\"><img class=\"alignright  wp-image-526\" title=\"GH photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1-300x297.png\" alt=\"\" width=\"177\" height=\"175\" /></a></span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031.png\"><img class=\"alignright  wp-image-527\" title=\"DanD1003\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031-286x300.png\" alt=\"\" width=\"185\" height=\"194\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Michael brings 4 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: BA with Honors, Skidmore College 2010; unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-16','','','2012-08-17 15:10:15','2012-08-17 23:10:15','',243,'http://www.dpvgroup.com/2012/08/243-revision-16/',0,'revision','',0),(533,2,'2008-10-07 14:22:58','2008-10-07 18:22:58','<h3>The DPVG professionals are:</h3>\n<ul>\n	<li><span><strong>Highly experienced in both line management and consulting </strong></span><strong> </strong>\n<ul>\n	<li><span style=\"font-weight: normal;\">World-class backgrounds in </span><span><span style=\"font-weight: normal;\">P&amp;G, McKinsey, Hewlett-Packard, Coca-Cola, others</span></span></li>\n	<li><span><span style=\"font-weight: normal;\">Extensive experience as </span><span><span style=\"font-weight: normal;\">general managers and as strategy consultants</span></span></span></li>\n	<li><span><span><span style=\"font-weight: normal;\">And have taught DPV executive-education to thousands of managers world wide</span></span></span></li>\n</ul>\n</li>\n</ul>\n<ul>\n	<li><strong>Strateg</strong><strong>ically focused</strong>\n<ul>\n	<li><span style=\"font-weight: normal;\">Our core skills are in helping businesses </span><span><span style=\"font-weight: normal;\">discover, formulate and implement integrated total-chain strategies </span></span><span style=\"font-weight: normal;\">aimed at breakthrough profitable growth</span></li>\n	<li><span style=\"font-weight: normal;\">Most recently our work focuses on helping clients discover and act now on non-obvious new opportunities for innovation in value delivery, created or catalyzed by the current Downturn</span></li>\n	<li><span style=\"font-weight: normal;\">We are thought leaders in value delivery strategy: </span><span><span style=\"font-weight: normal;\">first created the seminal value-delivery concepts; developed the systematic DPV methodology for marketplace discovery; and wrote the definitive book on value-delivery </span></span></li>\n</ul>\n</li>\n</ul>\n<ul>\n	<li><strong>Able to both contribute directly to clients’ new strategies, and to help build their strategic capabilities</strong>\n<ul>\n	<li><span style=\"font-weight: normal;\">We have long track records for creative discovery and recognition of non-obvious strategic opportunities, as line managers and as strategy consultants</span></li>\n	<li><span style=\"font-weight: normal;\">We are skilled coaches, dedicated to helping organizations build the capabilities to creatively discover, formulate and implement breakthrough strategies</span></li>\n</ul>\n</li>\n</ul>\n<ul></ul>','About Us','','inherit','open','open','','146-revision','','','2008-10-07 14:22:58','2008-10-07 18:22:58','',146,'http://www.dpvgroup.com/2008/10/146-revision/',0,'revision','',0),(538,1,'2012-08-24 10:18:13','2012-08-24 18:18:13','Clients &amp; thought leaders comment on value of our work &amp; of our thought-leadership','What Others Say','','publish','closed','closed','','what-others-say','','','2012-08-25 16:01:23','2012-08-26 00:01:23','',0,'http://www.dpvgroup.com/?post_type=homebox&#038;p=538',2,'homebox','',0),(539,1,'2012-08-24 10:18:27','2012-08-24 18:18:27','Originated &amp; evolved Value Proposition and related concepts; highly experienced strategy pros','Who We Are','','publish','closed','closed','','who-we-are','','','2012-08-24 10:50:32','2012-08-24 18:50:32','',0,'http://www.dpvgroup.com/?post_type=homebox&#038;p=539',1,'homebox','',0),(540,1,'2012-08-24 10:19:55','2012-08-24 18:19:55','We help transform underperforming businesses in commoditized, complex chains','Formulate Winning B2B Strategy','','publish','closed','closed','','formulate-winning-b2b-strategy','','','2012-08-24 13:44:54','2012-08-24 21:44:54','',0,'http://www.dpvgroup.com/?post_type=slide&#038;p=540',1,'slide','',0),(541,1,'2012-08-24 10:19:50','2012-08-24 18:19:50','','MountainSlide1_CROPPED','','inherit','open','open','','mountainslide1_cropped','','','2012-08-24 10:19:50','2012-08-24 18:19:50','',540,'http://www.dpvgroup.com/wp-content/uploads/2012/08/MountainSlide1_CROPPED.jpg',0,'attachment','image/jpeg',0),(542,1,'2012-08-24 10:21:25','2012-08-24 18:21:25','We help clients discover &amp; formulate<em> real &amp; complete (strategically useful)</em> Value Propositions','Choose Useful Value Propositions','','publish','closed','closed','','choose-useful-value-propositions','','','2012-08-24 11:32:39','2012-08-24 19:32:39','',0,'http://www.dpvgroup.com/?post_type=slide&#038;p=542',2,'slide','',0),(543,1,'2012-08-24 10:20:12','2012-08-24 18:20:12','','Slide2','','inherit','open','open','','slide2','','','2012-08-24 10:20:12','2012-08-24 18:20:12','',542,'http://www.dpvgroup.com/wp-content/uploads/2012/08/Slide2.png',0,'attachment','image/png',0),(544,1,'2012-08-24 10:22:03','2012-08-24 18:22:03','We help clients align all functions (in the business &amp; partners) to profitably <em>Provide &amp; Communicate</em> well-chosen Value Propositions','Align All Functions ','','publish','closed','closed','','align-all-functions','','','2012-08-24 11:32:09','2012-08-24 19:32:09','',0,'http://www.dpvgroup.com/?post_type=slide&#038;p=544',3,'slide','',0),(545,1,'2012-08-24 10:21:40','2012-08-24 18:21:40','','slide3v2','','inherit','open','open','','slide3v2','','','2012-08-24 10:21:40','2012-08-24 18:21:40','',544,'http://www.dpvgroup.com/wp-content/uploads/2012/08/slide3v2.jpg',0,'attachment','image/jpeg',0),(546,1,'2012-08-24 10:22:35','2012-08-24 18:22:35','We help B2B clients profitably enable their customers to deliver dramatically improved Value Propositions to <em>their </em> customers','Enable Customers’ Value-Delivery','','publish','closed','closed','','enable-customers-value-delivery','','','2012-08-25 16:06:51','2012-08-26 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','','','publish','open','open','','578','','','2012-09-10 05:21:21','2012-09-10 13:21:21','',277,'http://www.dpvgroup.com/?p=578',15,'nav_menu_item','',0),(579,1,'2012-08-24 10:26:32','2012-08-24 18:26:32','','Articles & News','','publish','open','open','','articles-news','','','2012-09-10 05:21:23','2012-09-10 13:21:23','',0,'http://www.dpvgroup.com/?p=579',35,'nav_menu_item','',0),(580,1,'2012-08-24 10:26:32','2012-08-24 18:26:32',' ','','','publish','open','open','','580','','','2012-09-10 05:21:23','2012-09-10 13:21:23','',409,'http://www.dpvgroup.com/?p=580',36,'nav_menu_item','',0),(581,1,'2012-08-24 10:26:32','2012-08-24 18:26:32',' ','','','publish','open','open','','581','','','2012-09-10 05:21:23','2012-09-10 13:21:23','',409,'http://www.dpvgroup.com/?p=581',37,'nav_menu_item','',0),(582,1,'2012-08-24 10:26:32','2012-08-24 18:26:32',' ','','','publish','open','open','','582','','','2012-09-10 05:21:23','2012-09-10 13:21:23','',409,'http://www.dpvgroup.com/?p=582',38,'nav_menu_item','',0),(583,1,'2012-08-24 10:25:19','2012-08-24 18:25:19','Brief overviews of key DPV concepts, by M. Lanning','Video Summaries','','inherit','open','open','','535-autosave','','','2012-08-24 10:25:19','2012-08-24 18:25:19','',535,'http://www.dpvgroup.com/2012/08/535-autosave/',0,'revision','',0),(584,1,'2012-08-24 10:30:43','2012-08-24 18:30:43','This commercial-lighting fixture manufacturer had long been a successful low-cost fast-follower, but felt the need to become more innovative. In a key US commercial segment, fixtures went through a long complex business-chain including Agents (representing multiple manufacturers), Distributors, Electrical Engineers (EEs), Contractors, Designers, Architects, and Building Owners (whose clients, the final users, paid the rent but generally were not involved in fixture decisions).\r\n\r\nThe manufacturer focused primarily on Agents (their Sales force and immediate customer) and then the EE, seen as specifier and key decision-maker. Via Agents, EEs had made clear that, in a new fixture, they wanted: energy savings; the same light level as current fixtures; a better-looking design; and close to the current price. Manufacturers, including our client, had tried to satisfy these criteria, but these fixtures’ higher cost could not be paid out fast enough by the energy savings, so these attempts had only achieved niche volumes at best.\r\n\r\nHowever, the manufacturer formed an R&amp;D team to try again. Encouraged by company leadership to read our book <em>Delivering Profitable Value, </em>the Team applied our <em>DPV </em>discovery methodology. Thus they studied current experiences (what people did, not what they claimed they wanted) among entities downstream from the EE, including Architects, Designers, building Owners, and their clients, the final-users. The Team discovered major opportunities to not only reduce energy consumption, but also to improve final-users’ lighting experiences and satisfaction with the building, indirectly enhancing Owners’ revenues.\r\n\r\nHelped by these insights, the Team developed exciting new breakthrough (albeit costly) technology. The new product achieved energy efficiencies, while improving final-user lighting experience through much more even, comfortable distribution of soft light. However, at the same technically-measured light levels as the current standard fixture, energy savings from the new product would still not pay out in an attractive timeframe. Lower light levels could allow an acceptably fast payout, but Agents were adamant that EEs would never accept lower light levels (‘complaints about inadequate light would quickly get them fired’). The product seemed destined again for a small, obscure niche.\r\n\r\n<em>DPVG </em>was then asked to help the Team rethink the launch value proposition (VP) for the new product. We learned from R&amp;D that, in theory, the new technology’s more even light distribution may actually create a <em>perception </em>of light levels higher than indicated technically. So we helped the Team explore the possibility that this perception was the resulting-experience that <em>really</em> mattered. Experiments were conducted in which highly trained and experienced EEs, taken into a typical office space, were asked to compare lighting from two sources – the traditional vs the new fixture - without knowing which was which. <em>Technically</em>, the new fixtures produced about -20% lower light level than the traditional fixtures, but the great majority of EE’s <em>perceived </em>that the new fixture produced equal or higher light levels (and a more pleasing quality of light).\r\n\r\nWe then helped the Team develop dramatic side-by-side demonstrations for use in the new-product launch. These demos showed EEs that Owners could enjoy fast payout from energy savings (with technically, but not perceived, lower light levels), and end-users would simply derive an improved lighting experience. The new product was widely hailed, by lighting-design thought leaders, as a major innovation and quickly became the company’s largest ever new-product success. We had helped our client escape the commodity pressures of this long, complex chain: first by deeply understanding the experiences that could matter most to Owners and thus EEs, including light levels as actually perceived, rather than as technically measured; then by dramatically communicating these experiences during the launch.','Lighting','','publish','closed','closed','','lighting','','','2012-09-17 13:06:28','2012-09-17 21:06:28','',0,'http://www.dpvgroup.com/?post_type=success&#038;p=584',0,'success','',0),(585,1,'2012-08-24 10:30:57','2012-08-24 18:30:57','This chemical manufacturer sold raw materials to the commercial market for interior architectural coatings (AC), applied to door, window, and other ‘trim’ surfaces. The long, complex chain for this market included paint makers, then their customers, including commercial retail outlets, distributors, and commercial paint contractors. Then there were the end-users, the paint contractors’ customers: commercial property-owners and their property-managers. Also serving property-owners/managers, and influencing decisions in this chain, were commercial architects, designers, and leasing agents. Finally, at the end of the chain, were the owners’ customers (tenants, shoppers, etc.) who generated the owners’ revenue (i.e., rent) but typically were not directly involved in painting decisions.\r\n\r\nChemical suppliers such as our client, however, typically focused only on the first link in this long chain - the paint makers, and especially the specifiers in those companies (e.g. their purchasing and technology functions)\r\n\r\nOur client had developed a new resin (a key coatings component) in their long-standing line of alkyd, solvent-borne resins. In this respect, our client was in the wrong place at the wrong time: solvent-borne (‘oil-based’) products for architectural coatings were declining globally, due to environmental regulations restricting use of Volatile Organic Compounds (VOCs), and the growth of latex, water-borne technology with lower VOC levels. Nonetheless, coatings-makers still sold substantial volumes of alkyd-based paints, especially in the commercial market.\r\n\r\nNew, even more restrictive VOC regulations, affecting the commercial market, had recently been issued in important geographies. Reducing VOC levels without degrading the basic performance of these paints was very challenging, however. Therefore, producers of alkyd-based paints urgently needed a new alkyd-resin. They, and our client, did not expect to slow the decline of alkyd paints, but hoped to increase share of this declining category by responding quicker and better to the regulations. Our client’s new product was a technological achievement, both meeting the new regulations, while maintaining basic paint performance.\r\n\r\n<em>DPVG </em>was asked to help the new-product Team apply our discovery methodology, in search of insights that could help maximize the new product’s success. Using the <em>DPV </em>approach, we urged the Team to go <em>beyond</em> <em>responding</em> to the paint makers’ new-product request, starting by studying the actual commercial-painting experiences of relevant entities downstream. Thus, we helped explore whether and how paint makers, with paint using the new alkyd-resin, could deliver dramatically improved value propositions (VPs) to <em>their</em> customers, the contractors, and how in turn contractors could deliver stronger VPs to <em>their</em> commercial-property customers.\r\n\r\nWith our help, the Team explored ‘Video One - the current experiences and behaviors - of the relevant entities across the commercial painting chain. With the <em>DPV </em>approach, we did not ask these entities what characteristics they wanted in a new paint; rather we interviewed, observed, and analyzed what they actually did, in search of potentially improved experiences.\r\n\r\nThis exploration first showed that contractors found it easier to apply and work with alkyd paints than with latex; but pressures from regulation, and the contractors’ customers, were increasingly forcing them to switch to latex. However, with our help the Team’s analysis discovered opportunities for contractors to deliver a stronger VP. They could allow their commercial customers to actually reduce total painting costs by using paint with the new alkyd-resin, versus either latex or traditional alkyds.\r\n\r\nVideo One showed that 90-98% of the costs in a commercial paint job are labor, making most price differences among paints relatively insignificant compared to any impact on labor. For two reasons, costs of any given paint job were lower for latex than alkyd paints. Alkyds dried more slowly, adding time, and thus labor costs, to the job. Moreover, contractors using alkyd rather than latex paints more often had to paint after hours, thus incurring overtime costs, to avoid exposing occupants to alkyds’ stronger odor.\r\n\r\nAnalyzing the new product in light of these issues, the Team recognized that the new product not only met the new VOC regulations well ahead of other alkyd resins; it had also achieved a significantly faster drying time, and a lower odor. Thus the new product would clearly provide superior value, allowing commercial properties to save painting costs, versus other alkyds. Still, latex would have faster drying time and lower odor.\r\n\r\nHowever, the <em>total</em> cost of painting must also account for the frequency of repainting, which was driven by appearance. For most properties, revenues are affected by maintenance of a clean and new appearance; once that appearance deteriorates sufficiently, the property repaints. Compared to latex, paints with alkyd (including the new resin) form a harder film that lasts longer, and is easier to clean. The Team studied how quickly trim surfaces - doors, windows, etc. - in a commercial space would typically deteriorate (i.e. chips, cracking, etc., plus the cumulative effects of soil and stains, and of trying to wash the surface). To maintain high-quality appearance over a three-year period, latex-painted surfaces would need repainting about three times, versus just once for alkyd-painted surfaces. (In addition, alkyd paints, including the new product, had better ‘cover’ than latex, thus requiring fewer coats of paint when repainting with a new color.)\r\n\r\nThe cost of painting with the new alkyd resin would compare to latex better than traditional alkyds had, since the disadvantages for dry time and odor were significantly reduced by the new product. Including the cost savings from less frequent repainting, and from fewer coats needed when changing colors, the Team’s analysis demonstrated that in net, the total cost of painting with the new alkyd would be significantly lower than with latex. Thus, the Team’s analysis indicated that paints using the new product could potentially win share not only from existing alkyds, but possibly even from latex – a bigger business opportunity for the new product and the makers of alkyd paints.\r\n\r\nOur client successfully partnered with a series of its paint making customers and achieved a significantly stronger market impact with the new product, for them and our client. The <em>DPV </em>methodology had helped the Team find surprising insights, focused much closer to the most crucial entity – the commercial property managers/owners - and had helped them launch, with great success, a more ambitious growth strategy.<strong></strong>\r\n<div></div>','Chemicals','','publish','closed','closed','','chemicals','','','2012-09-17 13:07:00','2012-09-17 21:07:00','',0,'http://www.dpvgroup.com/?post_type=success&#038;p=585',2,'success','',0),(586,1,'2012-08-24 10:31:08','2012-08-24 18:31:08','The Distribution Organization (DO) for our client, a large electronics manufacturer, managed the supply chain to office resellers. The DO was in the early stages of implementing a major new systems integration initiative. In recent months, the DO’s Reseller customers had increasingly demanded faster order fulfillment; the resulting corporate dictate was to cut turn-around-time (TAT) as measured from order-to-shipment. The DO began shaping the systems integration effort around measuring and reducing TAT.\r\n\r\nAt this point, the DO engaged <em>DPVG </em>to help rethink distribution strategy, prior to finalizing systems changes based on TAT. With our help, the Team conducted in-depth interviews and analysis of about 10 large resellers across the US. Using the <em>DPV </em>discovery methodology, we focused on observing and analyzing what these resellers actually did, rather than relying on asking them what they wanted from the DO. The Team thus studied the business model of these customers, understanding the VP that each tried to deliver, and how, including what role the DO and its products played.\r\n\r\nWe documented a series of typical ‘scenes’ from ‘Video One’ in each reseller, focused on various functions and processes relevant to the DO, within each customer. The analysis of these ‘scenes’ helped the DO Team understand how orders were placed and then fulfilled, from each reseller’s perspective, and then how the reseller took and fulfilled orders and otherwise met the needs of <em>their </em>customers, the end-users of the DO’s products.\r\n\r\nIn this way, the Team found two surprising promotion/service/order patterns, revealing two distinct segments, neither of which would actually benefit greatly by reducing TAT.\r\n<ul>\r\n	<li>‘Steady’ resellers conducted no promotions and had a steady level of consumption. But they were experiencing wide variance in order-fulfillment times, with significant stock-outs on the DO’s products, yet at the same time, average inventory seemed far too high. Resellers engaged in speculative ordering whenever revisions in DO-products were rumored, and often placed small, ‘uneconomic-quantity’ orders. The DO tried, ever harder, to fill orders as fast as possible, often pressing carriers to expedite shipments. Sometimes surprised by a DO truck’s arrival, and trying to prevent excessive inventories, resellers often refused or delayed delivery acceptance. In total, these dysfunctional behaviors created a vicious cycle of noise and chaos in the supply chain, ultimately exacerbating order fulfillment errors and inefficiencies.</li>\r\n	<li>‘Spikey’ resellers, in contrast, were promotion-driven, with high volume spikes, then troughs. The DO was late, too often, in delivering on large retail promotions. Spikey-reseller orders were given the same priority inside the DO as other orders. When a promotional order was late, resellers would often place a second order, and the DO would usually try corrective measures, such as expediting orders, often only resulting in excessive inventories at the reseller after a sale was over. Resellers used a mixed bag of order-transmission methods, resulting in inaccurate, inconsistent data inside the DO. And these resellers also engaged in speculative over-ordering. Although Spikey resellers wanted to promote the DO’s popular products, to drive store traffic, the unreliable order fulfillment caused these resellers to cut back promotional activity on the DO’s products, seriously impeding growth.</li>\r\n</ul>\r\n<em>Although customers had focused on TAT, they would actually benefit most from one of two versions of greater reliability, not reduced TAT: for Steady resellers, every delivery should arrive at exactly the same, predictable time interval after the order (neither earlier nor later); for Spikey resellers, every promotional delivery should arrive either early or on time, but never late. </em>\r\n\r\nSTEADY RESELLERS: implications for the DO value-delivery strategy\r\n\r\nBased on this exploration of Steady resellers’ current experiences, the Team constructed an improved scenario, a ‘Video Two.’ In that scenario, which formed the basis for a new, superior value proposition (VP) to Steady resellers, the DO would ask them to change order behavior significantly. Requested changes included: connecting to the DO’s systems electronically; placing only orders of ‘economic’ size (bulk vs small quantity); rigorously accepting deliveries as scheduled; and providing steady orders, not engaging in speculative over-ordering.\r\n\r\nIn return for making these changes, Steady resellers would be able to rely absolutely on receiving all orders on the 5<sup>th</sup> working day, without exception. Even though this pattern would actually represent longer or no-better TAT in many cases, it would – of much greater actual value to resellers - produce at least -10% lower inventories, a cut in stock-outs to near 0%, thus growing revenues and customer satisfaction, and significant reductions in other order costs (receipts/order, invoices to match, etc.). The price of the DO’s products would continue to be at a premium versus competitive products.\r\n\r\nThis new VP was a classic <em>tradeoff </em>– resellers were asked to make substantial changes in order and delivery-acceptance behaviors, while continuing to pay the same premium price as previously. However, the superior resulting experiences they would thereby derive would more than compensate for these negatives.\r\n\r\nTo <em>provide</em> this very different VP to Steady resellers, the DO made comprehensive adjustments. It now focused its new systems initiative entirely on measuring and minimizing variance around 5<sup>th</sup> day deliveries (rather than on reducing TAT). Moreover, this 5-day delivery timing was now measured from order <em>placement</em> to actual <em>arrival</em> at the reseller (not order <em>receipt </em>to <em>shipping </em>from the DO’s dock, as with TAT). The DO learned new behaviors to improve that 5<sup>th</sup> day performance, tightly monitoring that metric, seeking out root causes in any failure, and then intensively eliminating those causes (whether occurring inside the DO, a carrier, or the reseller). DO managers systematically unlearned old behaviors such as constantly expediting shipments. ‘Economic order quantities’ were refined precisely, and rigorously enforced.\r\n\r\nTo <em>communicate </em>this new VP, the DO built on the just-completed process of in-depth interviewing and exploration of Steady resellers. This process had produced a collaborative consensus on the new solution, which was far superior for both the resellers and the DO. Now the DO went to all reseller management teams and presented the VP, documenting the estimated economic value for the reseller of the promised resulting reductions in inventory, stock-outs, and other order costs, and of increased satisfaction by resellers’ customers. The DO further provided explicit assurance of its promised consistent 5-day performance, and thoroughly demonstrated the corresponding changes in the DO’s processes, systems, and training.\r\n\r\nIn these resellers, DO business improved greatly: stock outs neared 0%, revenues grew over 5%, reseller-inventories went down sharply and end-customer satisfaction went up significantly..\r\n\r\nSPIKEY RESELLERS: implications for the DO value-delivery strategy\r\n\r\nSimilarly, the Team constructed a winning ‘Video Two’ scenario and new VP for Spikey customers. These resellers would also be asked to connect to DO’s systems electronically, and to rigorously accept deliveries as scheduled; they were also asked to refrain from second orders.\r\n\r\nIn return, the Spikey resellers would <em>never</em> receive a promotional order late (on-time, early, but never late). Thus, they would be able to use the DO’s best selling products to drive growth, without risking the unforgiveable retail sin of running an ad without product to sell, and without an inventory glut following an inadequately-supplied sale. The previous price premiums on DO’s products continued. Again, this VP was somewhat of a tradeoff (as customers would have to learn and adopt new order systems and practices), but in net superior value for Spikey resellers.\r\n\r\nTo <em>provide </em>this Spikey VP, the DO: focused the new systems integration effort on accurately identifying any promotional order (distinct from other Spikey, or Steady, orders); flagged every promotional order, giving them unmistakable top priority; ensured that carriers integrated this same flagged-order system; helped Spikey resellers convert their electronic systems to integrate with the DO’s; followed up systematically with Spikey customers to ensure elimination of second-orders, speculative over-ordering, and refused/deferred delivery acceptances.\r\n\r\nTo <em>communicate </em>this VP to Spikey customers, the DO: again built on the earlier process of collaborative dialogue with reseller management teams; presented the estimated value of these resellers being able to aggressively promote the DO’s products (without fear of missing a sale); conveyed the explicit promise of never delivering a promotional order late; and demonstrating the DO system changes, including priority flagging, in support of this promise.\r\n\r\nIn these resellers, confidence in the ability to strongly promote the DO’s products grew rapidly, and promotional support from Spikey customers helped drive the DO’s products to great success.\r\n\r\nCONCLUSION\r\n\r\n<em>Prior to this exploration of resellers’ actual behaviors and their consequences, using the DPV methodology, the DO (and other interested parties in the DO’s corporation) were sure that customers wanted, and needed, a reduced TAT solution. However, that belief reflected an incomplete understanding of what solution would be of most value to resellers, and illustrates how easy it is for intelligent, customer-oriented managers to fall pray to the traps of ‘Customer Compelled’ culture</em><em>. </em>\r\n\r\n<em>Asking, and listening to what customers say they want, is no substitute for the DPV approach: </em>\r\n<ul>\r\n	<li><em>Deeply study what customers actually do, ‘become the customer’ to discover what experiences potentially </em>would<em> be most valuable for them; </em></li>\r\n	<li><em>Then translate those insights into specific, actionable value-delivery strategy – winning VPs and the key actions needed by function to provide and communicate those VPs</em></li>\r\n</ul>\r\n&nbsp;','Electronics','','publish','closed','closed','','electronics','','','2012-09-17 13:07:48','2012-09-17 21:07:48','',0,'http://www.dpvgroup.com/?post_type=success&#038;p=586',3,'success','',0);
INSERT INTO `posts` VALUES (587,1,'2012-08-24 10:31:21','2012-08-24 18:31:21','We helped a commoditized paper-board maker, serving a package-converter and in turn a fruit-coop marketer, discover opportunity for a differentiated, more profitable product as part of a collaborative fruit-packing solution, by exploring and analyzing experiences downstream (including fruit retailers and consumers).','Paper','','publish','closed','closed','','paper','','','2012-08-24 10:31:21','2012-08-24 18:31:21','',0,'http://www.dpvgroup.com/?post_type=success&#038;p=587',4,'success','',0),(588,1,'2012-08-24 10:31:32','2012-08-24 18:31:32','We helped a large software developer achieve success with a new product by teaching the team to use DPV’s discovery methodology to study experiences of corporate network end-users and IT administrators, leading to a product that significantly increased network uptime by solving network problems much faster.','Software','','publish','closed','closed','','software','','','2012-08-24 10:31:32','2012-08-24 18:31:32','',0,'http://www.dpvgroup.com/?post_type=success&#038;p=588',5,'success','',0),(589,1,'2012-08-24 10:31:51','2012-08-24 18:31:51','<strong>P. Kotler, Distinguished Marketing Professor, Northwestern</strong>: \"Delivering Profitable Value defines the corporate mindset that will distinguish the new millennium\'s winners from the losers.  Michael Lanning\'s book should be required reading….”','P. Kotler','','publish','closed','closed','','p-kotler','','','2012-08-24 10:31:55','2012-08-24 18:31:55','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=589',1,'testimonial','',0),(590,1,'2012-08-24 10:32:11','2012-08-24 18:32:11','<strong>N. Rackham </strong>(leading expert on Sales Force effectiveness; speaker; author Spin Selling and other): “Lanning created arguably the most important concept in history of marketing  - the value proposition – and takes his seminal ideas deeper and further…[He] could justly be called the father of value delivery…[his] work has had enormous influence - not least on [my work].”','N. Rackham','','publish','closed','closed','','n-rackham','','','2012-08-24 10:32:11','2012-08-24 18:32:11','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=590',2,'testimonial','',0),(591,1,'2012-08-24 10:32:35','2012-08-24 18:32:35','<strong>B. Lich </strong>(VP/GM, Coatings & Functional Additives, Eastman Chemical Company): “…hired DPVG…several projects…very impressed with methodology & people…most dedicated, driven consulting team we’ve worked with. …coupled with intellect & diverse experience was a true asset.…In one project, after Day in the Life interviews across the chain, completely revised our segmentation and focused on [a new] solution…repositioned our new product…developed quantified value propositions for each participant in chain…net result: $50M growth opportunity with early success at major multi-national customer.” ','B. Lich','','publish','closed','closed','','b-lich','','','2012-08-24 10:32:35','2012-08-24 18:32:35','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=591',3,'testimonial','',0),(592,1,'2012-08-24 10:32:48','2012-08-24 18:32:48','<strong>C. Darnell </strong>(Former Vice-Chairman Lighting Science Grp, and Vice-Chairman Lithonia Lighting): “Our experience with DPVG was super good…extremely successful leading us into right Value Delivery Systems...DPV itself is a WOW! Concept…Invariably, discovery takes place…far better than normal interviews, sales calls, or dealing with complaints”','C. Darnell','','publish','closed','closed','','c-darnell','','','2012-08-24 10:32:48','2012-08-24 18:32:48','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=592',4,'testimonial','',0),(593,1,'2012-08-24 10:33:00','2012-08-24 18:33:00','<strong>J. Tyrone </strong>– (Exec VP NewPage): “DPVG successfully challenged us to think outside the box … The solutions we arrived at were practical and aspirational. I attribute that to the level of interaction of DPVG with our organization and customers, and the depth and breadth of practical experience DPVG brought to the projects…”','J. Tyrone','','publish','closed','closed','','j-tyrone','','','2012-08-24 10:33:00','2012-08-24 18:33:00','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=593',5,'testimonial','',0),(594,1,'2012-08-24 10:33:17','2012-08-24 18:33:17','<strong>F. Vleugels </strong>(Former CEO Unipetrol, Div Mgr, Eastman Chem): “…got more than hoped... ‘out-of-box’ thinking we always want but rarely get…Many talk ‘integrated strategies’ but this work produced one…finest strategy work I’ve seen in my career…”','F. Vleugels','','publish','closed','closed','','f-vleugels','','','2012-08-24 10:33:17','2012-08-24 18:33:17','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=594',6,'testimonial','',0),(595,1,'2012-08-24 10:33:30','2012-08-24 18:33:30','<strong>F. Geyer </strong>(GraphLogic Advisor, former CEO V-Brick, EVP Anacomp, SVP Texas Instruments): ”…my career was profoundly affected by…the DPV concepts…My success in transforming businesses [importantly] based on the new mindset, insights, & tools I acquired.”','F. Geyer','','publish','closed','closed','','f-geyer','','','2012-08-24 10:33:30','2012-08-24 18:33:30','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=595',7,'testimonial','',0),(596,1,'2012-08-24 10:33:44','2012-08-24 18:33:44','<strong>Dr. W. Fraser </strong>(Former Chairman, Managing Director, Kodak Australasia): “We used the DPV course and its powerful concepts, extensively…found it outstanding - one of the very best management courses I\'ve ever encountered…”','Dr. W. Fraser','','publish','closed','closed','','dr-w-fraser','','','2012-08-24 10:33:44','2012-08-24 18:33:44','',0,'http://www.dpvgroup.com/?post_type=testimonial&#038;p=596',8,'testimonial','',0),(597,1,'2012-08-23 08:19:41','2012-08-23 16:19:41','<h3>The DPVG professionals are:</h3>\r\n<ul>\r\n	<li><strong>Strateg</strong><strong>ically focused</strong>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">Our core skills are in helping businesses </span><span><span style=\"font-weight: normal;\">discover, formulate and implement integrated total-chain strategies </span></span><span style=\"font-weight: normal;\">aimed at breakthrough profitable growth</span></li>\r\n	<li><span style=\"font-weight: normal;\">Most recently our work focuses on helping clients discover and act now on non-obvious new opportunities for innovation in value delivery, created or catalyzed by the current Downturn</span></li>\r\n	<li><span style=\"font-weight: normal;\">We are thought leaders in value delivery strategy: </span><span><span style=\"font-weight: normal;\">first created the seminal value-delivery concepts; developed the systematic DPV methodology for marketplace discovery; and wrote the definitive book on value-delivery </span></span></li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<ul>\r\n	<li><strong>Able to both contribute directly to clients’ new strategies, and to help build their strategic capabilities</strong>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">We have long track records for creative discovery and recognition of non-obvious strategic opportunities, as line managers and as strategy consultants</span></li>\r\n	<li><span style=\"font-weight: normal;\">We are skilled coaches, dedicated to helping organizations build the capabilities to creatively discover, formulate and implement breakthrough strategies</span></li>\r\n</ul>\r\n</li>\r\n</ul>','About Us','','inherit','open','open','','146-revision-2','','','2012-08-23 08:19:41','2012-08-23 16:19:41','',146,'http://www.dpvgroup.com/2012/08/146-revision-2/',0,'revision','',0),(598,1,'2012-08-24 10:38:46','2012-08-24 18:38:46','','What Others Say','','publish','open','open','','what-others-say','','','2012-08-24 10:38:46','2012-08-24 18:38:46','',146,'http://www.dpvgroup.com/?page_id=598',20,'page','',0),(599,1,'2012-08-24 10:38:37','2012-08-24 18:38:37','','What Others Say','','inherit','open','open','','598-revision','','','2012-08-24 10:38:37','2012-08-24 18:38:37','',598,'http://www.dpvgroup.com/2012/08/598-revision/',0,'revision','',0),(600,1,'2012-08-24 10:36:31','2012-08-24 18:36:31','<p>Despite very common misconceptions about the origins of the term ‘Value Proposition,’ Michael Lanning actually originated this widely used (if often also misused) concept and term, plus the ‘Value Delivery System,’ while consulting for McKinsey & Co in the 1980s. </p>\r\n\r\n<p>M. Lanning and partners (mid-90s) created the related also-influential concept, ‘Customer’s Resulting Experiences,’ & the DPV discovery methodology ‘Becoming the Customer’ (studying what they do, not what they say they want). </p>\r\n\r\n<p>DPVG’s professionals bring skilled application of these tools, backed by decades of senior line management experience (e.g. P&G, HP, Home Depot, Coke) consulting (including McKinsey and DPVG) and executive education. </p>\r\n\r\n<p>We have served >65 corporations (and many more businesses within them) in N America, Europe, Australia, SE Asia, Japan, and China; includes B2B & B2C industries e.g. Chemicals, Telecomm, Info Tech (HW, SW, Integration), Financial Services, Imaging, Logistics, Pharmaceuticals, Oil & Gas, Transportation, Lighting, Building & Construction, Paper, Other Forest Prods, Water Utility service, Concrete, Beverages, Steel, and others. </p>\r\n\r\n<p>M. Lanning has taught an acclaimed executive education course based on his concepts to thousands of managers worldwide, and guest lectured at several leading graduate business schools.</p>\r\n\r\n<h3>The DPVG professionals are:</h3>\r\n<ul>\r\n	<li><strong>Strateg</strong><strong>ically focused</strong>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">Our core skills are in helping businesses </span><span><span style=\"font-weight: normal;\">discover, formulate and implement integrated total-chain strategies </span></span><span style=\"font-weight: normal;\">aimed at breakthrough profitable growth</span></li>\r\n	<li><span style=\"font-weight: normal;\">Most recently our work focuses on helping clients discover and act now on non-obvious new opportunities for innovation in value delivery, created or catalyzed by the current Downturn</span></li>\r\n	<li><span style=\"font-weight: normal;\">We are thought leaders in value delivery strategy: </span><span><span style=\"font-weight: normal;\">first created the seminal value-delivery concepts; developed the systematic DPV methodology for marketplace discovery; and wrote the definitive book on value-delivery </span></span></li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<ul>\r\n	<li><strong>Able to both contribute directly to clients’ new strategies, and to help build their strategic capabilities</strong>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">We have long track records for creative discovery and recognition of non-obvious strategic opportunities, as line managers and as strategy consultants</span></li>\r\n	<li><span style=\"font-weight: normal;\">We are skilled coaches, dedicated to helping organizations build the capabilities to creatively discover, formulate and implement breakthrough strategies</span></li>\r\n</ul>\r\n</li>\r\n</ul>','About Us','','inherit','open','open','','146-revision-3','','','2012-08-24 10:36:31','2012-08-24 18:36:31','',146,'http://www.dpvgroup.com/2012/08/146-revision-3/',0,'revision','',0),(601,1,'2012-08-24 10:41:43','2012-08-24 18:41:43','<p>DPVG has served a wide range of industries, both B2B &amp; B2C:</p>\r\n\r\n<table class=\"subtle\" cellspacing=\"6\">\r\n	<tr>\r\n		<td>Chemicals</td>\r\n		<td>Information Technology</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Financial Services</td>\r\n		<td>Transportation &amp; Logistics</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Paper/Forest products</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Pharmaceuticals</td>\r\n		<td>Oil &amp; Gas</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Utilities</td>\r\n		<td>Steel</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Beverages</td>\r\n		<td>Telecomm</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Lighting</td>\r\n		<td>Concrete</td>\r\n	</tr>\r\n</table>\r\n\r\n<p>In these industries, <em>DPVG</em> has:\r\n<ul>\r\n	<li>Helped over 65 corporations worldwide with the DPV methodology &amp; concepts, via strategy Consulting &amp; Executive Education</li>\r\n	<li>Served these clients in many locations globally, including North America, many European countries, Australia-New Zealand, SE Asia, Japan, &amp; China</li>\r\n</ul>','Success Examples','','publish','open','open','','success-examples','','','2012-09-20 07:21:45','2012-09-20 15:21:45','',146,'http://www.dpvgroup.com/?page_id=601',0,'page','',0),(602,1,'2012-08-24 10:41:36','2012-08-24 18:41:36','','Success Examples','','inherit','open','open','','601-revision','','','2012-08-24 10:41:36','2012-08-24 18:41:36','',601,'http://www.dpvgroup.com/2012/08/601-revision/',0,'revision','',0),(603,1,'2012-08-24 10:42:29','2012-08-24 18:42:29',' ','','','publish','open','open','','603','','','2012-09-10 05:21:22','2012-09-10 13:21:22','',146,'http://www.dpvgroup.com/?p=603',30,'nav_menu_item','',0),(604,1,'2012-08-24 10:45:58','2012-08-24 18:45:58','','Slide2_CROPPED','','inherit','open','open','','slide2_cropped','','','2012-08-24 10:45:58','2012-08-24 18:45:58','',542,'http://www.dpvgroup.com/wp-content/uploads/2012/08/Slide2_CROPPED.jpg',0,'attachment','image/jpeg',0),(605,1,'2012-08-24 11:05:06','2012-08-24 19:05:06',' ','','','publish','open','open','','605','','','2012-09-10 05:21:22','2012-09-10 13:21:22','',146,'http://www.dpvgroup.com/?p=605',31,'nav_menu_item','',0),(606,1,'2012-08-17 15:36:14','2012-08-17 23:36:14','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman             <a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic.png\"><img class=\"alignright size-medium wp-image-512\" title=\"Mike Lanning pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic-235x300.png\" alt=\"\" width=\"235\" height=\"300\" /></a></span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1.png\"><img class=\"alignright  wp-image-522\" title=\"Helmut Meixner pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1-682x1024.png\" alt=\"\" width=\"208\" height=\"313\" /></a></span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2.png\"><img class=\"alignright  wp-image-529\" title=\"IMG_0892 copy 2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2-300x293.png\" alt=\"\" width=\"243\" height=\"238\" /></a></span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111.png\"><img class=\"alignright  wp-image-523\" title=\"DSC_0011\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111-238x300.png\" alt=\"\" width=\"214\" height=\"270\" /></a></span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1.png\"><img class=\"alignright  wp-image-524\" title=\"MLM pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1-300x297.png\" alt=\"\" width=\"219\" height=\"216\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\"><img class=\"alignright size-full wp-image-525\" title=\"Sam Ross photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\" alt=\"\" width=\"167\" height=\"167\" /></a></span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1.png\"><img class=\"alignright  wp-image-526\" title=\"GH photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1-300x297.png\" alt=\"\" width=\"177\" height=\"175\" /></a></span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031.png\"><img class=\"alignright  wp-image-527\" title=\"DanD1003\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031-286x300.png\" alt=\"\" width=\"185\" height=\"194\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/HK.png\"><img class=\"alignright  wp-image-530\" title=\"HK\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/HK-220x300.png\" alt=\"\" width=\"176\" height=\"240\" /></a></span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Michael brings 4 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: BA with Honors, Skidmore College 2010; unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-17','','','2012-08-17 15:36:14','2012-08-17 23:36:14','',243,'http://www.dpvgroup.com/2012/08/243-revision-17/',0,'revision','',0),(607,1,'2012-08-24 11:22:08','2012-08-24 19:22:08','','michaelgriffiths','','inherit','open','open','','michaelgriffiths','','','2012-08-24 11:22:08','2012-08-24 19:22:08','',243,'http://www.dpvgroup.com/wp-content/uploads/2008/11/michaelgriffiths.png',0,'attachment','image/png',0),(608,1,'2012-08-24 11:19:33','2012-08-24 19:19:33','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman             <a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic.png\"><img class=\"alignright size-medium wp-image-512\" title=\"Mike Lanning pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic-235x300.png\" alt=\"\" width=\"235\" height=\"300\" /></a></span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1.png\"><img class=\"alignright  wp-image-522\" title=\"Helmut Meixner pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1-682x1024.png\" alt=\"\" width=\"208\" height=\"313\" /></a></span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2.png\"><img class=\"alignright  wp-image-529\" title=\"IMG_0892 copy 2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2-300x293.png\" alt=\"\" width=\"243\" height=\"238\" /></a></span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111.png\"><img class=\"alignright  wp-image-523\" title=\"DSC_0011\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111-238x300.png\" alt=\"\" width=\"214\" height=\"270\" /></a></span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1.png\"><img class=\"alignright  wp-image-524\" title=\"MLM pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1-300x297.png\" alt=\"\" width=\"219\" height=\"216\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\"><img class=\"alignright size-full wp-image-525\" title=\"Sam Ross photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\" alt=\"\" width=\"167\" height=\"167\" /></a></span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1.png\"><img class=\"alignright  wp-image-526\" title=\"GH photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1-300x297.png\" alt=\"\" width=\"177\" height=\"175\" /></a></span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031.png\"><img class=\"alignright  wp-image-527\" title=\"DanD1003\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031-286x300.png\" alt=\"\" width=\"185\" height=\"194\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3 style=\"clear:both;\"><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/HK.png\"><img class=\"alignright  wp-image-530\" title=\"HK\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/HK-220x300.png\" alt=\"\" width=\"176\" height=\"240\" /></a></span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\r\n<ul>\r\n	<li>Michael brings 4 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: BA with Honors, Skidmore College 2010; unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-18','','','2012-08-24 11:19:33','2012-08-24 19:19:33','',243,'http://www.dpvgroup.com/2012/08/243-revision-18/',0,'revision','',0),(609,1,'2012-08-24 11:22:18','2012-08-24 19:22:18','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman             <a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic.png\"><img class=\"alignright size-medium wp-image-512\" title=\"Mike Lanning pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Mike-Lanning-pic-235x300.png\" alt=\"\" width=\"235\" height=\"300\" /></a></span></strong></h3>\r\n<ul>\r\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\r\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\r\n	<li>Created seminal concepts &amp; coined phrases: <em>Value Proposition</em>, <em>Value Delivery System, Value-Delivery, </em>and <em>Customer\'s Resulting Experiences</em></li>\r\n	<li>He and firm pioneered <em>DPV </em>methodology to discover major strategic insights by creatively studying what customers actually do (versus relying on asking them to reveal what they want)</li>\r\n	<li>Has served &gt;80 clients, via consulting and executive education, in N. America, Europe, Australia/New Zealand, SE Asia, and China in B2B and B2C businesses</li>\r\n	<li>Industries served include Info Technology (HW, SW and Integration), Chemicals and Plastics, Telecomm, Imaging, Lighting, Logistics, Pharmaceuticals, Oil &amp; Gas, Transport, Financial Services, Construction, Paper, Other Forest Products, Concrete, Beverages, Steel, and others</li>\r\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\r\n	<li>Has taught an executive-education and graduate-school course based on his concepts to many thousands of managers worldwide, and guest lectured at grad business schools of Stanford, UC Berkeley, and Melbourne</li>\r\n	<li>Strategy Consulting, McKinsey &amp; Co 1980-87, where he first created the seminal Value-Delivery concepts, then further developed them in collaboration with McKinsey partner Edward G. Michaels</li>\r\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\r\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1.png\"><img class=\"alignright  wp-image-522\" title=\"Helmut Meixner pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Helmut-Meixner-pic1-682x1024.png\" alt=\"\" width=\"208\" height=\"313\" /></a></span></h3>\r\n<ul>\r\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\r\n	<li>8 years\' experience with <em>The DPV Group</em>, helping clients in Chemical, Pharmaceutical, Lighting, Electrical Equipment, and other industries benefit from his many years\' strategic and general management experience, and deep understanding of the <em>DPV </em>concepts and methodology</li>\r\n	<li>Contributed to development and evolution of <em>DPV </em>concepts and tools, drawing on principles learned from extensive P&amp;G strategic management experience</li>\r\n	<li>Highly developed skills include strategic planning and integration of global, regional, and local plans to achieve superior results in highly competitive markets</li>\r\n	<li>Very accomplished leader, skilled at energizing &amp; enabling complex organizations to achieve ambitious goals, and at developing and deploying systems to flawlessly execute critical tasks</li>\r\n	<li>P&amp;G experience included numerous marketing and general management positions in US, including VP Global Strategic Planning, Laundry Products; held high level international roles in Germany, Belgium, Mexico, Latin America, Canada, and lastly as Country General Manager P&amp;G India</li>\r\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\r\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2.png\"><img class=\"alignright  wp-image-529\" title=\"IMG_0892 copy 2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/IMG_0892-copy-2-300x293.png\" alt=\"\" width=\"243\" height=\"238\" /></a></span></h3>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">With DPVG since 2002, led product-innovation-related strategic consulting in several major chemical-firm clients</span></li>\r\n	<li><span style=\"font-weight: normal;\">29 year career at Procter &amp; Gamble, with roles as divisional Global Director of Product Development, and later VP and Managing Director, Strategic Planning for Food and Beverage Worldwide</span></li>\r\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\r\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\r\n	<li>Recently assisted several small start-ups focused on business development opportunities related to specific health states: anti-bacterial and anti-viral benefits; immune stimulation; concussion avoidance and children’s growth and development using natural product solutions</li>\r\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\r\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\r\n	<li>P&amp;G experience included key role as R&amp;D Leader on breakthrough shampoo-technology \"BC 18\" - allowed P&amp;G to first expand hair-care business beyond US, with major success in 3 brands achieving global leadership and $7 Billion worldwide revenues</li>\r\n	<li>Also played important role in developing new products that enhanced the nutritional benefits of beverages, including Sunny Delight (valued at $800 Million) and NutriStar (for developing economies)</li>\r\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111.png\"><img class=\"alignright  wp-image-523\" title=\"DSC_0011\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DSC_00111-238x300.png\" alt=\"\" width=\"214\" height=\"270\" /></a></span></h3>\r\n<ul>\r\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\r\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\r\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\r\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\r\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\r\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\r\n	<li>Brand Management, Procter &amp; Gamble</li>\r\n	<li>MS Engineering, Cornell; BS Engineering &amp; Management US Military Academy at West Point; MA Management Central Michigan U (while working full time in US Army)</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1.png\"><img class=\"alignright  wp-image-524\" title=\"MLM pic\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/MLM-pic1-300x297.png\" alt=\"\" width=\"219\" height=\"216\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 yrs strategy consulting, management, and executive-level HR consulting; Society Int’l Bus Fellows 1999-01; Macmillan &amp; Co 1990-96; McKinsey &amp; Co. 1976-90</li>\r\n	<li><em>The DPV Group</em> since 1997; <em>DPV</em> applications in chemicals, energy, forest products, professional services (accounting and law), financial services, and software</li>\r\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\r\n	<li>Has served over 50 clients, from start-ups to Fortune 50, in strategy development and organizational effectiveness projects, for clients in US, Europe, Mexico, Japan, and Australia</li>\r\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\r\n	<li>Past President, International Society of Business Fellows</li>\r\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\"><img class=\"alignright size-full wp-image-525\" title=\"Sam Ross photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/Sam-Ross-photo.png\" alt=\"\" width=\"167\" height=\"167\" /></a></span></h3>\r\n<ul>\r\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\r\n	<li>31 years\' experience in Package Design for Procter &amp; Gamble; retired in 2002 as Global Design Director, Fabric &amp; Home Care Products</li>\r\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\r\n	<li>With <em>DPVG</em>, made important package design consulting contributions to a major project for a large pharmaceutical, and advised on other smaller projects</li>\r\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\r\n</ul>\r\n<h3><span style=\"color: #993300;\">Glenne Harding (San Francisco) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1.png\"><img class=\"alignright  wp-image-526\" title=\"GH photo\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/GH-photo1-300x297.png\" alt=\"\" width=\"177\" height=\"175\" /></a></span></h3>\r\n<ul>\r\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\r\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\r\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\r\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\r\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\r\n</ul>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031.png\"><img class=\"alignright  wp-image-527\" title=\"DanD1003\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/DanD10031-286x300.png\" alt=\"\" width=\"185\" height=\"194\" /></a></span></h3>\r\n<ul>\r\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\r\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\r\n	<li>The DPV Group (and LPA) 1995 to present</li>\r\n	<li>Eastman Kodak Company 1967-95</li>\r\n	<li>BS Mechanical Engineering, Michigan Tech</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3 style=\"clear:both;\"><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/HK.png\"><img class=\"alignright  wp-image-530\" title=\"HK\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/HK-220x300.png\" alt=\"\" width=\"176\" height=\"240\" /></a></span></h3>\r\n<ul>\r\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\r\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\r\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\r\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\r\n	<li>BA, University of Witwatersrand, S. Africa</li>\r\n</ul>\r\n<h3></h3>\r\n<h3></h3>\r\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\r\n<ul>\r\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\r\n	<li>20 years Packaging Development managerial roles, most recently including Associate Director North American Fabric Care and Global Coordinator for all Fabric Care Packaging (1993-2002)</li>\r\n	<li>Recently joined DPVG, helping clients think strategically about packaging, and more effectively and efficiently develop packaging that helps deliver their chosen Value Proposition</li>\r\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\r\n</ul>\r\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\r\n<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/michaelgriffiths.png\"><img src=\"http://www.dpvgroup.com/wp-content/uploads/2008/11/michaelgriffiths.png\" alt=\"\" title=\"michaelgriffiths\" width=\"254\" height=\"296\" class=\"alignright size-full wp-image-607\" /></a>\r\n<ul>\r\n	<li>Michael brings 4 years\' business-analyst experience, impressive academic record, and brilliant analytic capabilities, to <em>The </em><em>DPV Group </em></li>\r\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\r\n	<li><em><span style=\"font-style: normal;\">Other analyst experience: GIS Invest, UK (rail infrastructure investment firm); Grocery Power, California (internet start-up, developed product-info processing techniques); EWS Railway, UK (analyzed bottled-water transport market, identified growth opportunities for rail)</span></em></li>\r\n	<li><em><span style=\"font-style: normal;\">Education: BA with Honors, Skidmore College 2010; unusual Self-Determined Major (<em>Epistemology of Social Sciences</em>); secondary education in England, 4 years, and California (International Baccalaureate) </span></em></li>\r\n</ul>','Our People','','inherit','open','open','','243-revision-19','','','2012-08-24 11:22:18','2012-08-24 19:22:18','',243,'http://www.dpvgroup.com/2012/08/243-revision-19/',0,'revision','',0),(611,1,'2009-11-11 13:48:09','2009-11-11 21:48:09','<h2>COMMUNICATING THE VALUE PROPOSITION</h2>\n<h3>How to turn a brilliant product idea into a resounding marketing success</h3>\n<address>By Helmut Meixner and Michael J. Lanning</address>Do you have a great idea for a product or service but you are not sure whether people will buy it? Does your organization have a great concept, but you have not yet figured out how to explain it to customers in a way that will click with them? Does your organization already offer a great product or service, but customers do not seem to know about it or fully understand and appreciate the value it can bring to them? Here we offer a simple process based on decades of experience in helping businesses communicate great ideas to customers in ways that resonate with them and gets them to buy and use your product or service. On the surface, it is deceptively simple: focus on what’s in it for the customer, based on a real understanding how customers use your product1 and what he or she gets out of using it.\n\nThis process can help you turn your brilliant new product and/or service into an equally brilliant communication plan that will deliver the results you should expect. You can do this by clearly articulating your idea in ways that resonate with your customers, and overcomes the three important challenges in communicating your idea:\n<ol>\n	<li><strong>Clarity: </strong>Will customers clearly understand your idea, how to make the best use of it, and how it will improve their lives?</li>\n	<li><strong>Differentiation</strong>: Will customers clearly understand how your idea is different and better from other products or solutions available to them?</li>\n	<li><strong>Credibility: </strong>Will customers believe that your idea is better than their alternatives and that you can actually deliver that idea?</li>\n</ol>\n<h2>FIRST THINGS FIRST: DO YOU REALLY HAVE A GOOD IDEA?</h2>\nEffective communication is the last step in a series of business activities that start with a thorough understanding of the customer, the development of a product or service that can better meet customer wants and needs, and the creation of a process to actually make the product and/or deliver the service.\n\nSo, before working on communication, you need to ask yourself whether you really have a good idea that customers will care about. In other words, do you have a <em>value proposition </em>that can meaningfully improve the experience of customers? We suggest that you need to be able to answer the following questions:\n<ol>\n	<li><strong>Do you know who is the primary target customer?\n</strong>In many cases, this will not be the person or even company who buys from you, but rather the person or business who will use the product and derive benefits from it. He is the primary driver of the entire chain. It may be a consumer at the 1 Product in this article means product or service or a combination of product and service <em>Communicating the Value Proposition</em>, Meixner &amp; Lanning, pg 2 end of a chain of resellers, a commercial or industrial user of the product, or even a designer or engineer who specifies the use of the product.</li>\n	<li><strong>What do you want the target customer to do?\n</strong>Is it just to buy the product? Or do they have to use the product in a new and different way? Do they need to think differently about the category and how to evaluate it? Do they have to find ways to sell the benefits of the product to their customers?</li>\n	<li><strong>What do they get from using the product?\n</strong>How does the use of the product improve their lives or their business? What are the “resulting experiences” from using the product? If business customers, how does your product improve their revenues and/or reduce their costs?</li>\n	<li><strong>How does the use of your product compare to their competing alternatives?\n</strong>This could mean other products by other manufacturers, or simply the status quo, i.e., doing what customers are currently doing, or even simply doing nothing.</li>\n</ol>\nAre you confident in your answers to these questions? Do you believe that, if your target customers did what you want, they would be better off than with any alternative? If not, you need to further explore and analyze your market and capabilities. But if so, you have a superior value proposition – a great idea.\n<h2>SO YOU DO HAVE A GREAT IDEA. DO YOU HAVE A WAY TO MAKE IT HAPPEN?</h2>\nIf you conclude you have a product that represents a strong value proposition for your customers, you of course need to be able to actually make the product – or operate the service – as intended.\n\nAnd, if your primary customer is not the business that actually buys from you, you will need to figure out how to get intermediaries on board, such as brokers, distributors, wholesalers, retailers, etc., or such as manufacturers who use your product as a component of theirs.. In this case, we suggest you use a concept we call “Supporting Value Proposition” to make sure you have a compelling way for intermediaries to support the delivery of your value proposition to your primary customers. The intermediaries normally want to deliver better solutions to the primary customers down the chain, but they want to do this in a way that improves their business as well. It will help if you can answer the same four questions above for each of the critical intermediaries in the chain.\n<h2>YOU HAVE A GREAT IDEA, YOU KNOW HOW TO MAKE IT HAPPEN. HOW CAN YOU COMMUNICATE IT TO YOUR CUSTOMERS?</h2>\nThere are many ways to communicate or “sell” the idea to your customers. Choosing the right way can make all the difference in the eventual success or failure of your idea.\n\nBefore you get lost in all the options, and the many creative ways to use these options, we believe you need to have a clear and simple <em>communication strategy </em>based on a thorough understanding of the key challenges you will face in communicating the idea (i.e., your value proposition). The key issues you need to explore in developing this strategy are clarity, differentiation, and credibility.\n<h2>THE THREE CHALLENGES IN COMMUNICATING A VALUE PROPOSITION</h2>\n<ol>\n	<li>\n<h3>CLARITY</h3>\nThere are two issues that need be clearly understood by the target audience:\n<ol>\n	<li><strong>What is needed for customers to clearly understand how to buy and use the product?</strong>\nAt times, this can be trivial because the product does not require any changes in the way customers buy and use the product from their current practices. Often, however, new products require changes in the way customers evaluate the alternatives or they may require changes in the way products are used. For example, new compact fluorescent or LED lighting fixtures require new evaluation tools which include vast differences in product life, and aspects of light quality which have not played an important role in evaluating conventional light fixtures. A communication strategy for these new fixtures needs to educate customers how to evaluate these new alternatives and give customers tools that are useful in this new context.</li>\n	<li><strong>How can we help customers clearly understand how the new product or service will improve their business and/or their life? </strong>\nThis is the critical step where product attributes and specifications need to be rearticulated in ways that are meaningful to customers.If they are consumers, how will using your product and doing business with your company specifically improve some aspect of their lives? How will you help these consumers recognize and appreciate these improvements, rather than only hear vague or generic promises?If they are business customers, how will your product and doing business with your company improve their business? Will they save money, improve their own product quality, increase their sales or improve employee satisfaction? If so, by how much? In many cases, the actual improvement depends on many variables in the customer’s operation. In such situations, it may be important to help customers develop and implement measures that help them understand the degree of improvement in their particular business. Effective communication requires a great deal of specificity – not vague promises of some improvement that cannot be measured. Customers need to be able to evaluate alternatives and need specific measures to compare products – and put price differences in the context of measurable changes in other areas of their business. In other words, the changes in end result need to compare favorably to the change in cost/price to the customer.Many products will contribute to the life or business of customers in a number of important ways. It is important to understand how to clearly communicate each of these “resulting experiences” so that they will be clearly understood by the customers. In some cases, this may require measures and specifications, in some cases, this may require studies, and in some cases, it may just require expressing the product benefits in language that is meaningful to customers. Not all end results can or should be expressed in quantitative terms. Sometimes, a meaningful articulation, description or visualization of the end result is much more helpful to customers.</li>\n</ol>\n</li>\n	<li>\n<h3>DIFFERENTIATION</h3>\nFor each resulting experience, your communications must ensure that customers understand how it will be different from the competing alternatives. Most strong value propositions will have some resulting experiences that are better than competing options, some experiences that will be the same, and maybe some experiences that will actually be inferior. The latter are the “trade-offs” that may be necessary to get an overall better experience. For example, Southwest Airlines offers lower fares and no fees, but it does not offer seat reservations or interline ticketing and baggage transfers. Thus, travelers who want to benefit from the lower cost, will need to settle for whatever seat is still open when they board the plane, and will need to handle their own transfer arrangements if they connect with another airline.What to emphasize, about what to reassure customers, and what to ignore?\n\nAt this stage in the process, it usually helps to examine which resulting experiences should be communicated to customers. Clearly, in most cases, the emphasis will be on resulting experiences that are important to customers and are clearly superior to competing alternatives. It is very important to help customers understand how the product will improve their business, using quantitative measures as discussed above. In the end, this is where the sale needs to be made.\n\nIn many cases, beyond this focus on the clearly superior resulting experiences, it is also necessary to reassure customers that other also-important resulting experiences will not be inferior. The customer needs to be reassured that they will not have to compromise on these other experiences, in order to get the superior results your product offers. It usually does not require much effort to communicate these comparable resulting experiences, since they are equal to what customers are currently familiar with. In some cases, it may require some effort if customers would expect to get a trade-off. For example, if customers expect Fiat to be a less reliable car based on historical experience, but in fact it will equally reliable, it will be important to reassure them that the new Fiat is different and comparable in quality to other cars.\n\nLastly, it will be important to decide whether to address trade-offs in communicating the value proposition. It some cases, it may be best to not mention the trade-off in initial communication, but be prepared to address it if and when customers realize the potential negative experiences. This can work well when the trade-off is in less important areas which many customers can be expected to ignore and/or simply accept. For example, the lower gas mileage in SUVs in well known and may not need to be addressed in selling the vehicles.\n\nWith other trade-offs, it may be better to include it in some form in the initial communication to avoid disappointments later in the process. L’Oreal’s “ … it’s more expensive, but I am worth it” is a classic in addressing a premium pricing issue head on. The same may be needed for many commercial and industrial products. In many cases, it helps to acknowledge a premium price and help the customer put the added cost into appropriate perspective, i.e., show that the added value is much greater than the higher price.</li>\n	<li>\n<h3>CREDIBILITY</h3>\nOnce the resulting experiences are clear to customers and customers understand how they are different from their competing options, there is one last hurdle to overcome: What is needed for customers to believe in the promise? Customers are naturally skeptical of promises in advertising and sales communication. They have had many experiences where actual results did not live up to the promises made in selling a product or service.There are many ways to add credibility to the promise of the resulting experiences. Some key options are as follows:\n<ol>\n	<li><strong>Demonstration</strong>\nOften, a demonstration of actual product performance is a simple and effective way to achieve credibility for the promised resulting experiences.Whenever possible, ‘real-life’ demonstrations are most effective, because they reduce the suspicion that the demonstration has been rigged. They also tend to be more involving and interesting than videos or pictures.They tend to be particularly important for hard to believe promises, or promises that are new to the world.</li>\n	<li><strong>Samples</strong>\nIn some cases it is best to let customers experience the product on their own, using it the way they ordinarily would. This is common in consumer products, but is often effective in B2B products as well. A test drive in a new car works like a sample. It lets customers see and experience for themselves how the new product works in the context of their personal environment. It tends to work best for products that are clearly superior to current alternatives, and do not require any significant changes in the way customers use the product.</li>\n	<li><strong>Case studies</strong>\nIn some situations, it is not practical to do an actual demonstration, because the product has to work in the context of a complex business. In such cases, actual studies of the product compared to alternatives may provide the necessary credibility. It will help a great deal, if the studies are performed by a credible expert or institution. On new products, it can sometimes help to have case studies of other similar products, since there may not be sufficient experience available to help sell the new product.The use of clinical studies in communicating resulting experiences for new drug products is an obvious example.</li>\n	<li><strong>Testimonials</strong>\nIn some cases, it is possible to add credibility to a promise with the testimony of satisfied customers. Business services, such as consultancies depend greatly on satisfied customers who can advise potential new clients. Testimonials have also been used effectively on many consumer products. This allows the seller to dramatize how their product has led to meaningful improvements in the lives of other people.</li>\n</ol>\n</li>\n</ol>\n \n<h2>PULLING IT ALL TOGETHER</h2>\nWith all this work done, you can now hand your product over to your communications experts, whether they be internal (Sales, Marketing Communication, etc.) or External (Advertising or PR Agency, Broker, etc.).\n\nYou have a clear strategy of <strong><em>what </em></strong>you need your experts to communicate:\n<ol>\n	<li>The target customer</li>\n	<li>What you want customers to do</li>\n	<li>What will be their resulting experiences</li>\n	<li>How these resulting experiences differ from the alternatives</li>\n</ol>\nAnd you have a clear strategy of <strong>how </strong>you need them to communicate, to achieve:\n<ol>\n	<li><strong><em>Clarity </em></strong>- what customers should do and the key resulting experiences they will get</li>\n	<li><strong><em>Differentiation </em></strong>– how the resulting experiences are different from competing options</li>\n	<li><strong><em>Credibility </em></strong>– why customers should believe that your product can, in fact, give them the resulting experiences you are promising</li>\n</ol>','Communicating the Value Proposition','','inherit','open','open','','410-revision','','','2009-11-11 13:48:09','2009-11-11 21:48:09','',410,'http://www.dpvgroup.com/2009/11/410-revision/',0,'revision','',0),(612,1,'2008-10-19 18:18:19','2008-10-19 22:18:19','<strong><em>The larger context of the Value Delivery Chain</em></strong>However, many businesses are links in a chain of suppliers and customers. Value Delivery shows managers how to understand and creatively manage this chain, not as the product/service make-sell process depicted by the popular frameworks of supply chain and value chain. Rather, Value Delivery enlightens managers to see a Value Delivery Chain: a symbiotic group of relationships focused on delivering complementary and integrated Value Propositions across that whole chain.\n\n<h2>Video:The Value Delivery Chain</h2>\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\n<h2>Will the real customer please stand up?</h2>\n\nManagers thereby frequently realize the awesome power of delivering propositions to the primary entities, the most crucial customers, such as end-users, who are often more distant than the more immediate customers on whom many businesses focus too exclusively. At the same time, superior supporting Value Propositions must be delivered, in complementary fashion, to these more immediate, intermediary customers.\n\n<h2>Redesigning the chain, for profitable growth</h2>\nThis perspective can provide a strategically focused guide to the creative redesign of entire Value Delivery Chains. <em>DPV</em> is therefore highly relevant to fundamental market strategy, as well as supply chain management. It also applies to any manager trying to grapple coherently, and not just reactively, with the internet phenomenon impacting many markets, and confusing managers, throughout the world today.\n\n<h2>SUPPLIERS, CUSTOMERS, THEIR CUSTOMERS, ETC. FORM A VALUE DELIVERY CHAIN</h2>\n\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross1.gif\" border=\"0\" alt=\"\" align=\"center\" />\n<h2>An integrated strategy delivers superior value across the entire Value Delivery Chain</h2>\n\n<h2>ASK WHERE THE TRUE PRIMARY ENTITIES</em> ARE IN THE CHAIN</h2>\n\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross2.gif\" border=\"0\" alt=\"\" align=\"center\" />\n\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/DPV_Deliver_Value_3.jpg\" border=\"0\" alt=\"\" align=\"center\" />','Deliver Value Across the Whole Chain','','inherit','open','open','','176-revision','','','2008-10-19 18:18:19','2008-10-19 22:18:19','',176,'http://www.dpvgroup.com/2008/10/176-revision/',0,'revision','',0),(613,1,'2012-08-24 13:19:31','2012-08-24 21:19:31','<h2>The larger context of the Value Delivery Chain</h2>\r\nHowever, many businesses are links in a chain of suppliers and customers. Value Delivery shows managers how to understand and creatively manage this chain, not as the product/service make-sell process depicted by the popular frameworks of supply chain and value chain. Rather, Value Delivery enlightens managers to see a Value Delivery Chain: a symbiotic group of relationships focused on delivering complementary and integrated Value Propositions across that whole chain.\r\n\r\n<h2>Video:The Value Delivery Chain</h2>\r\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\r\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\r\n\r\n<h2>Will the real customer please stand up?</h2>\r\n\r\nManagers thereby frequently realize the awesome power of delivering propositions to the primary entities, the most crucial customers, such as end-users, who are often more distant than the more immediate customers on whom many businesses focus too exclusively. At the same time, superior supporting Value Propositions must be delivered, in complementary fashion, to these more immediate, intermediary customers.\r\n\r\n<h2>Redesigning the chain, for profitable growth</h2>\r\nThis perspective can provide a strategically focused guide to the creative redesign of entire Value Delivery Chains. <em>DPV</em> is therefore highly relevant to fundamental market strategy, as well as supply chain management. It also applies to any manager trying to grapple coherently, and not just reactively, with the internet phenomenon impacting many markets, and confusing managers, throughout the world today.\r\n\r\n<h2>SUPPLIERS, CUSTOMERS, THEIR CUSTOMERS, ETC. FORM A VALUE DELIVERY CHAIN</h2>\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross1.gif\" border=\"0\" alt=\"\" align=\"center\" />\r\n<h2>An integrated strategy delivers superior value across the entire Value Delivery Chain</h2>\r\n\r\n<h2>ASK WHERE THE TRUE PRIMARY ENTITIES</em> ARE IN THE CHAIN</h2>\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross2.gif\" border=\"0\" alt=\"\" align=\"center\" />\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/DPV_Deliver_Value_3.jpg\" border=\"0\" alt=\"\" align=\"center\" />','Deliver Value Across the Whole Chain','','inherit','open','open','','176-revision-2','','','2012-08-24 13:19:31','2012-08-24 21:19:31','',176,'http://www.dpvgroup.com/2012/08/176-revision-2/',0,'revision','',0),(614,1,'2012-08-24 13:25:28','2012-08-24 21:25:28','<p>Many businesses supplying to complex customer-chains struggle to differentiate; they often have been commoditized by customers’ Purchasing functions insisting on standardized specs that can be met by multiple suppliers; as a result, these businesses may chronically underperform, with lackluster growth and profitability. </p>\r\n\r\n<p>Typically, these businesses focus product development and marketing primarily on their immediate customers, primarily reacting to Purchasing and sometimes Technical functions. Yet these functions often do not share their most valuable insights, and may not be as aware of some emerging trends as their Marketing & Sales functions. A central goal of these supplier-facing functions is often to keep the suppliers’ offerings commoditized. </p>\r\n\r\n<p>As a result, these businesses typically have a superficial, incomplete, inaccurate understanding of what their customers’ customers would actually value most. They often are not familiar enough with the experiences of downstream entities to understand what improved experiences those entities would potentially value most. </p?\r\n\r\n<P>They therefore often have little insight into what their immediate customers could and should deliver downstream, most profitably. These businesses may develop products and services that respond dutifully to their customers’ requests, but are often disappointed in actual volume and pricing results. They remain subject to price pressures from their immediate customers, and rarely identify major new differentiation opportunities early enough to capitalize on them fully.</P>\r\n\r\n<h2>The larger context of the Value Delivery Chain</h2>\r\nHowever, many businesses are links in a chain of suppliers and customers. Value Delivery shows managers how to understand and creatively manage this chain, not as the product/service make-sell process depicted by the popular frameworks of supply chain and value chain. Rather, Value Delivery enlightens managers to see a Value Delivery Chain: a symbiotic group of relationships focused on delivering complementary and integrated Value Propositions across that whole chain.\r\n\r\n<h2>Video:The Value Delivery Chain</h2>\r\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\r\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\r\n\r\n<h2>Will the real customer please stand up?</h2>\r\n\r\nManagers thereby frequently realize the awesome power of delivering propositions to the primary entities, the most crucial customers, such as end-users, who are often more distant than the more immediate customers on whom many businesses focus too exclusively. At the same time, superior supporting Value Propositions must be delivered, in complementary fashion, to these more immediate, intermediary customers.\r\n\r\n<h2>Redesigning the chain, for profitable growth</h2>\r\nThis perspective can provide a strategically focused guide to the creative redesign of entire Value Delivery Chains. <em>DPV</em> is therefore highly relevant to fundamental market strategy, as well as supply chain management. It also applies to any manager trying to grapple coherently, and not just reactively, with the internet phenomenon impacting many markets, and confusing managers, throughout the world today.\r\n\r\n<h2>SUPPLIERS, CUSTOMERS, THEIR CUSTOMERS, ETC. FORM A VALUE DELIVERY CHAIN</h2>\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross1.gif\" border=\"0\" alt=\"\" align=\"center\" />\r\n<h2>An integrated strategy delivers superior value across the entire Value Delivery Chain</h2>\r\n\r\n<h2>ASK WHERE THE TRUE PRIMARY ENTITIES</em> ARE IN THE CHAIN</h2>\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross2.gif\" border=\"0\" alt=\"\" align=\"center\" />\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/DPV_Deliver_Value_3.jpg\" border=\"0\" alt=\"\" align=\"center\" />','Enable Customers\' Value Delivery','','inherit','open','open','','176-revision-3','','','2012-08-24 13:25:28','2012-08-24 21:25:28','',176,'http://www.dpvgroup.com/2012/08/176-revision-3/',0,'revision','',0),(615,1,'2012-08-24 13:41:59','2012-08-24 21:41:59','','MountainSlide1_CROPPED2','','inherit','open','open','','mountainslide1_cropped2','','','2012-08-24 13:41:59','2012-08-24 21:41:59','',540,'http://www.dpvgroup.com/wp-content/uploads/2012/08/MountainSlide1_CROPPED2.jpg',0,'attachment','image/jpeg',0),(616,1,'2012-08-24 13:44:47','2012-08-24 21:44:47','','MountainSlide1_CROPPED3','','inherit','open','open','','mountainslide1_cropped3','','','2012-08-24 13:44:47','2012-08-24 21:44:47','',540,'http://www.dpvgroup.com/wp-content/uploads/2012/08/MountainSlide1_CROPPED3.jpg',0,'attachment','image/jpeg',0),(628,2,'2012-08-25 15:16:56','2012-08-25 23:16:56','','Slide1','','inherit','open','open','','slide1-7','','','2012-08-25 15:16:56','2012-08-25 23:16:56','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide16.png',0,'attachment','image/png',0),(617,2,'2012-08-25 14:43:28','2012-08-25 22:43:28','','Enable Custs 1','','inherit','open','open','','enable-custs-1','','','2012-08-25 14:43:28','2012-08-25 22:43:28','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Enable-Custs-1.pptx',0,'attachment','application/vnd.ms-powerpoint',0),(618,2,'2012-08-25 14:45:30','2012-08-25 22:45:30','','Enable Custs 1','','inherit','open','open','','enable-custs-1-2','','','2012-08-25 14:45:30','2012-08-25 22:45:30','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Enable-Custs-11.pptx',0,'attachment','application/vnd.ms-powerpoint',0),(619,2,'2012-08-25 14:47:25','2012-08-25 22:47:25','','Enable Custs 1','','inherit','open','open','','enable-custs-1-3','','','2012-08-25 14:47:25','2012-08-25 22:47:25','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Enable-Custs-12.pptx',0,'attachment','application/vnd.ms-powerpoint',0),(620,2,'2012-08-25 14:52:21','2012-08-25 22:52:21','','Slide1','','inherit','open','open','','slide1','','','2012-08-25 14:52:21','2012-08-25 22:52:21','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide1.png',0,'attachment','image/png',0),(626,2,'2012-08-25 15:10:27','2012-08-25 23:10:27','','Slide1','','inherit','open','open','','slide1-5','','','2012-08-25 15:10:27','2012-08-25 23:10:27','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide14.png',0,'attachment','image/png',0),(627,2,'2012-08-25 15:15:54','2012-08-25 23:15:54','','Slide1','','inherit','open','open','','slide1-6','','','2012-08-25 15:15:54','2012-08-25 23:15:54','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide15.png',0,'attachment','image/png',0),(621,2,'2012-08-25 14:55:25','2012-08-25 22:55:25','','Slide1','','inherit','open','open','','slide1-2','','','2012-08-25 14:55:25','2012-08-25 22:55:25','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide11.png',0,'attachment','image/png',0),(622,2,'2012-08-25 14:57:46','2012-08-25 22:57:46','','Slide2','','inherit','open','open','','slide2-2','','','2012-08-25 14:57:46','2012-08-25 22:57:46','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide2.png',0,'attachment','image/png',0),(624,2,'2012-08-25 15:05:39','2012-08-25 23:05:39','','Slide1','','inherit','open','open','','slide1-3','','','2012-08-25 15:05:39','2012-08-25 23:05:39','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide12.png',0,'attachment','image/png',0),(623,2,'2012-08-24 13:26:55','2012-08-24 21:26:55','<p>Many businesses supplying to complex customer-chains struggle to differentiate; they often have been commoditized by customers’ Purchasing functions insisting on standardized specs that can be met by multiple suppliers; as a result, these businesses may chronically underperform, with lackluster growth and profitability. </p>\r\n\r\n<p>Typically, these businesses focus product development and marketing primarily on their immediate customers, primarily reacting to Purchasing and sometimes Technical functions. Yet these functions often do not share their most valuable insights, and may not be as aware of some emerging trends as their Marketing & Sales functions. A central goal of these supplier-facing functions is often to keep the suppliers’ offerings commoditized. </p>\r\n\r\n<p>As a result, these businesses typically have a superficial, incomplete, inaccurate understanding of what their customers’ customers would actually value most. They often are not familiar enough with the experiences of downstream entities to understand what improved experiences those entities would potentially value most. </p?\r\n\r\n<P>They therefore often have little insight into what their immediate customers could and should deliver downstream, most profitably. These businesses may develop products and services that respond dutifully to their customers’ requests, but are often disappointed in actual volume and pricing results. They remain subject to price pressures from their immediate customers, and rarely identify major new differentiation opportunities early enough to capitalize on them fully.</P>\r\n\r\n<h2>The larger context of the Value Delivery Chain</h2>\r\nMany businesses are links in a chain of suppliers and customers. Value Delivery shows managers how to understand and creatively manage this chain, not as the product/service make-sell process depicted by the popular frameworks of supply chain and value chain. Rather, Value Delivery enlightens managers to see a Value Delivery Chain: a symbiotic group of relationships focused on delivering complementary and integrated Value Propositions across that whole chain.\r\n\r\n<h2>Video:The Value Delivery Chain</h2>\r\n<p>Explore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.</p>\r\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\r\n\r\n<h2>Will the real customer please stand up?</h2>\r\n\r\nManagers thereby frequently realize the awesome power of delivering propositions to the primary entities, the most crucial customers, such as end-users, who are often more distant than the more immediate customers on whom many businesses focus too exclusively. At the same time, superior supporting Value Propositions must be delivered, in complementary fashion, to these more immediate, intermediary customers.\r\n\r\n<h2>Redesigning the chain, for profitable growth</h2>\r\nThis perspective can provide a strategically focused guide to the creative redesign of entire Value Delivery Chains. <em>DPV</em> is therefore highly relevant to fundamental market strategy, as well as supply chain management. It also applies to any manager trying to grapple coherently, and not just reactively, with the internet phenomenon impacting many markets, and confusing managers, throughout the world today.\r\n\r\n<h2>SUPPLIERS, CUSTOMERS, THEIR CUSTOMERS, ETC. FORM A VALUE DELIVERY CHAIN</h2>\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross1.gif\" border=\"0\" alt=\"\" align=\"center\" />\r\n<h2>An integrated strategy delivers superior value across the entire Value Delivery Chain</h2>\r\n\r\n<h2>ASK WHERE THE TRUE PRIMARY ENTITIES</em> ARE IN THE CHAIN</h2>\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross2.gif\" border=\"0\" alt=\"\" align=\"center\" />\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/DPV_Deliver_Value_3.jpg\" border=\"0\" alt=\"\" align=\"center\" />','Enable Customers\' Value Delivery','','inherit','open','open','','176-revision-4','','','2012-08-24 13:26:55','2012-08-24 21:26:55','',176,'http://www.dpvgroup.com/2012/08/176-revision-4/',0,'revision','',0),(625,2,'2012-08-25 15:08:47','2012-08-25 23:08:47','','Slide1','','inherit','open','open','','slide1-4','','','2012-08-25 15:08:47','2012-08-25 23:08:47','',176,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide13.png',0,'attachment','image/png',0),(629,2,'2012-08-25 14:58:57','2012-08-25 22:58:57','<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide11.png\"><img class=\"aligncenter size-full wp-image-621\" title=\"Slide1\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide11.png\" alt=\"\" width=\"720\" height=\"540\" /></a>\r\n\r\nMany businesses supplying to complex customer-chains struggle to differentiate; they often have been commoditized by customers’ Purchasing functions insisting on standardized specs that can be met by multiple suppliers; as a result, these businesses may chronically underperform, with lackluster growth and profitability.\r\n\r\nTypically, these businesses focus product development and marketing primarily on their immediate customers, primarily reacting to Purchasing and sometimes Technical functions. Yet these functions often do not share their most valuable insights, and may not be as aware of some emerging trends as their Marketing &amp; Sales functions. A central goal of these supplier-facing functions is often to keep the suppliers’ offerings commoditized.\r\n\r\nAs a result, these businesses typically have a superficial, incomplete, inaccurate understanding of what their customers’ customers would actually value most. They often are not familiar enough with the experiences of downstream entities to understand what improved experiences those entities would potentially value most.\r\n\r\nThey therefore often have little insight into what their immediate customers could and should deliver downstream, most profitably. These businesses may develop products and services that respond dutifully to their customers’ requests, but are often disappointed in actual volume and pricing results. They remain subject to price pressures from their immediate customers, and rarely identify major new differentiation opportunities early enough to capitalize on them fully.\r\n\r\n<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide2.png\"><img class=\"aligncenter size-full wp-image-622\" title=\"Slide2\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Slide2.png\" alt=\"\" width=\"720\" height=\"540\" /></a>\r\n<h2>The larger context of the Value Delivery Chain</h2>\r\nMany businesses are links in a chain of suppliers and customers. Value Delivery shows managers how to understand and creatively manage this chain, not as the product/service make-sell process depicted by the popular frameworks of supply chain and value chain. Rather, Value Delivery enlightens managers to see a Value Delivery Chain: a symbiotic group of relationships focused on delivering complementary and integrated Value Propositions across that whole chain.\r\n<h2>Video:The Value Delivery Chain</h2>\r\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\r\n\r\n<object width=\"560\" height=\"340\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"560\" height=\"340\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/ve_Y8PznTrU&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n<h2>Will the real customer please stand up?</h2>\r\nManagers thereby frequently realize the awesome power of delivering propositions to the primary entities, the most crucial customers, such as end-users, who are often more distant than the more immediate customers on whom many businesses focus too exclusively. At the same time, superior supporting Value Propositions must be delivered, in complementary fashion, to these more immediate, intermediary customers.\r\n<h2>Redesigning the chain, for profitable growth</h2>\r\nThis perspective can provide a strategically focused guide to the creative redesign of entire Value Delivery Chains. <em>DPV</em> is therefore highly relevant to fundamental market strategy, as well as supply chain management. It also applies to any manager trying to grapple coherently, and not just reactively, with the internet phenomenon impacting many markets, and confusing managers, throughout the world today.\r\n<h2>SUPPLIERS, CUSTOMERS, THEIR CUSTOMERS, ETC. FORM A VALUE DELIVERY CHAIN</h2>\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross1.gif\" alt=\"\" align=\"center\" border=\"0\" />\r\n<h2>An integrated strategy delivers superior value across the entire Value Delivery Chain</h2>\r\n<h2>ASK WHERE THE TRUE PRIMARY ENTITIESARE IN THE CHAIN</h2>\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/dvp_delivervalueacross2.gif\" alt=\"\" align=\"center\" border=\"0\" />\r\n\r\n<img style=\"border: 0pt none;\" src=\"http://www.dpvgroup.com/images/DPV_Deliver_Value_3.jpg\" alt=\"\" align=\"center\" border=\"0\" />','Enable Customers\' Value Delivery','','inherit','open','open','','176-revision-5','','','2012-08-25 14:58:57','2012-08-25 22:58:57','',176,'http://www.dpvgroup.com/2012/08/176-revision-5/',0,'revision','',0),(630,2,'2012-08-17 11:28:10','2012-08-17 19:28:10','<table border=\"0\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\"><strong>\r\nPROFESSIONAL SERVICES OF <em>THE DPV GROUP, LLC</em></strong><strong><span>\r\nTO HELP BUSINESSES DEVELOP BREAKTHROUGH PROFITABLE</span></strong>\r\n\r\n&nbsp;\r\n\r\n<strong><span> GROWTH STRATEGIES &amp; ASSOCIATED CAPABILITIES</span></strong></td>\r\n</tr>\r\n<tr>\r\n<td><strong>\r\n<span>Explore current experience of entities across our relevant Chain...</span>\r\n</strong><strong>\r\n</strong></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/DPV_Concepts_1.jpg\" alt=\"\" /></td>\r\n</tr>\r\n<tr>\r\n<td><span> <strong>...and formulate our winning value delivery strategy</strong></span>\r\n<p style=\"text-align: center;\"><a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS2.png\"><img class=\"aligncenter  wp-image-510\" title=\"VDS\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS2.png\" alt=\"\" width=\"844\" height=\"83\" /></a></p>\r\n<span>\r\n</span></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<p style=\"text-align: left;\">The DPV Group (DPVG) provides strategic consulting and executive education to help business organizations achieve, and institutionalize the capabilities needed for, breakthrough profitable growth. We focus on the concepts, frameworks, and methodology of Delivering Profitable Value (DPV), helping clients learn and use this market-focused approach.</p>\r\n<p style=\"text-align: left;\">DPVG professionals are highly experienced in line/general management and/or strategy consulting, including senior positions in world class firms, most having graduate degrees. All are deeply committed to truly understanding our clients and then helping them use the DPV approach to become dramatically better at:</p>\r\n<p style=\"padding-left: 30px;\">a) discovering strategically important insights into customers and markets;</p>\r\n<p style=\"padding-left: 30px;\">b) translating these insights into realistic, winning value-delivery strategies and business plans that can generate profitable breakthrough growth</p>\r\n<p style=\"padding-left: 30px;\">c) and then successfully implementing such plans, including building new capabilities and deploying the appropriate resources</p>\r\nAnd related to this commitment, our people genuinely care about the professional and business success of our clients and their organizations.\r\n\r\nTo learn more about our ability to coach and guide organizations to use DPV in pursuit of breakthrough, profitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\">Growth-Strategy Consulting</a>.\r\n\r\nTo learn more about our ability to present and teach the DPV concepts and methodology to managers in executive education seminars, see <a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\">Growth-Strategy Executive Education</a>.','Services','','inherit','open','open','','149-revision-7','','','2012-08-17 11:28:10','2012-08-17 19:28:10','',149,'http://www.dpvgroup.com/2012/08/149-revision-7/',0,'revision','',0),(631,2,'2012-08-25 16:02:49','2012-08-26 00:02:49','Originated &amp; evolved Value Proposition and related concepts; highly experienced strategy pros','Who We Are','','inherit','open','open','','539-autosave','','','2012-08-25 16:02:49','2012-08-26 00:02:49','',539,'http://www.dpvgroup.com/2012/08/539-autosave/',0,'revision','',0),(632,2,'2012-08-25 16:07:53','2012-08-26 00:07:53','We help B2B clients profitably enable their customers to deliver dramatically improved Value Propositions to <em>their </em> customers','Enable Customers’ Value-Delivery','','inherit','open','open','','546-autosave','','','2012-08-25 16:07:53','2012-08-26 00:07:53','',546,'http://www.dpvgroup.com/2012/08/546-autosave/',0,'revision','',0),(633,1,'2012-08-30 11:04:29','2012-08-30 19:04:29','','Book, Articles & News','','publish','open','open','','book-articles-news','','','2012-09-10 05:21:22','2012-09-10 13:21:22','',0,'http://www.dpvgroup.com/?p=633',33,'nav_menu_item','',0),(634,1,'2012-08-30 11:04:29','2012-08-30 19:04:29','','Getting Started','','publish','open','open','','getting-started','','','2012-09-10 05:21:23','2012-09-10 13:21:23','',0,'http://www.dpvgroup.com/?p=634',40,'nav_menu_item','',0),(635,1,'2012-08-30 11:08:06','2012-08-30 19:08:06','<a class=\"link-button\" style=\"float:left;\" href=\"mailto:contact@dpvgroup.com\">contact@dpvgroup.com</a><p>DPV Group & discuss your organization’s situation with Founder Michael Lanning or another DPVG Senior Director. We’ll help you identify the potential of applying DPV in your business, by executive education and/or strategy consulting, as appropriate.</p>\n\n<p>Below we pose some strategic questions about your organization. Perhaps some of your answers are negative. Or, if after considering these questions, you’re unsure, try analyzing your business [link to Analyze Your Business] in more depth. If you conclude that you have doubts about your business’ value delivery strategies & capabilities, contact & discuss these questions with us. Together we can explore whether there are opportunities for DPV Group to help your organization dramatically strengthen its profitable delivery of superior value. </p>\n\n<[>Are your businesses’ value-delivery strategies as clear as they need to be? Are your organization’s capabilities to implement and further evolve or reinvent these strategies strong enough? For example, if your business(es) supply products/services into complex, commoditized chains:</p>\n<ul>\n<li>Does your organization do a great job exploring markets for more profitable opportunities, to:\n<ul>\n<li>Discover non-obvious insights into what customers (& their customers’) would potentially most value, by studying their behaviors, experiences, and competing alternatives? </li>\n<li>And not primarily ask customers to tell you what they ‘want’ & to provide direction?</li>\n</ul></li>\n<li>Is it quite clear to you and your leadership team:<ul>\n<li>What superior value proposition (VP) each business tries to profitably deliver to customers? </li>\n<li>How you enable customers to more profitably deliver superior value to their customers?</li></ul></li>\n<li>If superior, profitable VPs are clear to you & your team:<ul>\n<li>Does everyone in the organization understand & see those VPs as their highest priority?</li>\n<li>Does your organization effectively provide & communicate these VPs to customers? </li>\n<li>Including convincing customers that your business can help them deliver better VPs further down the business chain, to their customers?</li></ul></li></ul>\n\n<p>If you confidently answer ‘yes’ to the above, congratulations! If ‘not so much’… let’s talk:</p>\n\nTo contact us, email us at: <a href=\"mailto:contact@dpvgroup.com\">contact@dpvgroup.com</a>\n<h3>Other contact info:</h3>\nMain Office, <em>The DPV Group, LLC</em>\n225 River North Drive, NW\nAtlanta, GA 30328-0113 USA\nTel: (770) 390-0114','Getting Started with DPV','','inherit','open','open','','311-autosave','','','2012-08-30 11:08:06','2012-08-30 19:08:06','',311,'http://www.dpvgroup.com/2012/08/311-autosave/',0,'revision','',0),(636,1,'2009-01-15 08:11:14','2009-01-15 16:11:14','To contact us, email us at: <a href=\"mailto:contact@dpvgroup.com\">contact@dpvgroup.com</a>\n<h3>Other contact info:</h3>\nMain Office, <em>The DPV Group, LLC</em>\n225 River North Drive, NW\nAtlanta, GA 30328-0113 USA\nTel: (770) 390-0114','Contact','','inherit','open','open','','311-revision','','','2009-01-15 08:11:14','2009-01-15 16:11:14','',311,'http://www.dpvgroup.com/2009/01/311-revision/',0,'revision','',0),(637,1,'2012-08-30 11:08:39','2012-08-30 19:08:39','<a class=\"link-button\" style=\"float:left;margin:4px;\" href=\"mailto:contact@dpvgroup.com\">Contact &raquo;</a><p>DPV Group & discuss your organization’s situation with Founder Michael Lanning or another DPVG Senior Director. We’ll help you identify the potential of applying DPV in your business, by executive education and/or strategy consulting, as appropriate.</p>\r\n\r\n<p>Below we pose some strategic questions about your organization. Perhaps some of your answers are negative. Or, if after considering these questions, you’re unsure, try analyzing your business [link to Analyze Your Business] in more depth. If you conclude that you have doubts about your business’ value delivery strategies & capabilities, contact & discuss these questions with us. Together we can explore whether there are opportunities for DPV Group to help your organization dramatically strengthen its profitable delivery of superior value. </p>\r\n\r\n<[>Are your businesses’ value-delivery strategies as clear as they need to be? Are your organization’s capabilities to implement and further evolve or reinvent these strategies strong enough? For example, if your business(es) supply products/services into complex, commoditized chains:</p>\r\n<ul>\r\n<li>Does your organization do a great job exploring markets for more profitable opportunities, to:\r\n<ul>\r\n<li>Discover non-obvious insights into what customers (& their customers’) would potentially most value, by studying their behaviors, experiences, and competing alternatives? </li>\r\n<li>And not primarily ask customers to tell you what they ‘want’ & to provide direction?</li>\r\n</ul></li>\r\n<li>Is it quite clear to you and your leadership team:<ul>\r\n<li>What superior value proposition (VP) each business tries to profitably deliver to customers? </li>\r\n<li>How you enable customers to more profitably deliver superior value to their customers?</li></ul></li>\r\n<li>If superior, profitable VPs are clear to you & your team:<ul>\r\n<li>Does everyone in the organization understand & see those VPs as their highest priority?</li>\r\n<li>Does your organization effectively provide & communicate these VPs to customers? </li>\r\n<li>Including convincing customers that your business can help them deliver better VPs further down the business chain, to their customers?</li></ul></li></ul>\r\n\r\n<p>If you confidently answer ‘yes’ to the above, congratulations! If ‘not so much’… let’s talk:</p>\r\n\r\nTo contact us, email us at: <a href=\"mailto:contact@dpvgroup.com\">contact@dpvgroup.com</a>\r\n<h3>Other contact info:</h3>\r\nMain Office, <em>The DPV Group, LLC</em>\r\n225 River North Drive, NW\r\nAtlanta, GA 30328-0113 USA\r\nTel: (770) 390-0114','Getting Started with DPV','','inherit','open','open','','311-revision-2','','','2012-08-30 11:08:39','2012-08-30 19:08:39','',311,'http://www.dpvgroup.com/2012/08/311-revision-2/',0,'revision','',0),(638,1,'2012-08-30 11:09:25','2012-08-30 19:09:25','<a class=\"link-button\" style=\"float:left;margin:4px;\" href=\"mailto:contact@dpvgroup.com\">Contact &raquo;</a><p>DPV Group & discuss your organization’s situation with Founder Michael Lanning or another DPVG Senior Director. We’ll help you identify the potential of applying DPV in your business, by executive education and/or strategy consulting, as appropriate.</p>\r\n\r\n<p>Below we pose some strategic questions about your organization. Perhaps some of your answers are negative. Or, if after considering these questions, you’re unsure, try analyzing your business [link to Analyze Your Business] in more depth. If you conclude that you have doubts about your business’ value delivery strategies & capabilities, contact & discuss these questions with us. Together we can explore whether there are opportunities for DPV Group to help your organization dramatically strengthen its profitable delivery of superior value. </p>\r\n\r\n<p>Are your businesses’ value-delivery strategies as clear as they need to be? Are your organization’s capabilities to implement and further evolve or reinvent these strategies strong enough? For example, if your business(es) supply products/services into complex, commoditized chains:</p>\r\n<ul>\r\n<li>Does your organization do a great job exploring markets for more profitable opportunities, to:\r\n<ul>\r\n<li>Discover non-obvious insights into what customers (& their customers’) would potentially most value, by studying their behaviors, experiences, and competing alternatives? </li>\r\n<li>And not primarily ask customers to tell you what they ‘want’ & to provide direction?</li>\r\n</ul></li>\r\n<li>Is it quite clear to you and your leadership team:<ul>\r\n<li>What superior value proposition (VP) each business tries to profitably deliver to customers? </li>\r\n<li>How you enable customers to more profitably deliver superior value to their customers?</li></ul></li>\r\n<li>If superior, profitable VPs are clear to you & your team:<ul>\r\n<li>Does everyone in the organization understand & see those VPs as their highest priority?</li>\r\n<li>Does your organization effectively provide & communicate these VPs to customers? </li>\r\n<li>Including convincing customers that your business can help them deliver better VPs further down the business chain, to their customers?</li></ul></li></ul>\r\n\r\n<p>If you confidently answer ‘yes’ to the above, congratulations! If ‘not so much’… let’s talk:</p>\r\n\r\nTo contact us, email us at: <a href=\"mailto:contact@dpvgroup.com\">contact@dpvgroup.com</a>\r\n<h3>Other contact info:</h3>\r\nMain Office, <em>The DPV Group, LLC</em>\r\n225 River North Drive, NW\r\nAtlanta, GA 30328-0113 USA\r\nTel: (770) 390-0114','Getting Started with DPV','','inherit','open','open','','311-revision-3','','','2012-08-30 11:09:25','2012-08-30 19:09:25','',311,'http://www.dpvgroup.com/2012/08/311-revision-3/',0,'revision','',0),(639,1,'2012-08-30 11:12:56','2012-08-30 19:12:56','Brief overview of key Delivering Profitable Value (DPV) concepts, as presented by M. Lanning','Video Summaries of DPV','','publish','closed','closed','','video-summaries-of-dpv','','','2012-08-30 11:14:10','2012-08-30 19:14:10','',0,'http://www.dpvgroup.com/?post_type=slide&#038;p=639',10,'slide','',0),(640,1,'2012-08-30 11:13:13','2012-08-30 19:13:13','','videoSlide','','inherit','open','open','','videoslide','','','2012-08-30 11:13:13','2012-08-30 19:13:13','',639,'http://www.dpvgroup.com/wp-content/uploads/2012/08/videoSlide.png',0,'attachment','image/png',0),(641,1,'2012-08-30 11:15:02','2012-08-30 19:15:02','Strategy consulting & executive-education to help B2B businesses grow profitably by delivering superior value','What We Do','','publish','closed','closed','','what-we-do','','','2012-08-30 11:15:02','2012-08-30 19:15:02','',0,'http://www.dpvgroup.com/?post_type=homebox&#038;p=641',-5,'homebox','',0),(642,1,'2012-08-30 11:10:01','2012-08-30 19:10:01','<a class=\"link-button\" style=\"float:left;margin:4px;\" href=\"mailto:contact@dpvgroup.com\">Contact &raquo;</a><p>DPV Group & discuss your organization’s situation with Founder Michael Lanning or another DPVG Senior Director. We’ll help you identify the potential of applying DPV in your business, by executive education and/or strategy consulting, as appropriate.</p>\r\n\r\n<p>Below we pose some strategic questions about your organization. Perhaps some of your answers are negative. Or, if after considering these questions, you’re unsure, try <a href=\"http://www.dpvgroup.com/analyze-your-business/\">analyzing your business</a> in more depth. If you conclude that you have doubts about your business’ value delivery strategies & capabilities, contact & discuss these questions with us. Together we can explore whether there are opportunities for DPV Group to help your organization dramatically strengthen its profitable delivery of superior value. </p>\r\n\r\n<p>Are your businesses’ value-delivery strategies as clear as they need to be? Are your organization’s capabilities to implement and further evolve or reinvent these strategies strong enough? For example, if your business(es) supply products/services into complex, commoditized chains:</p>\r\n<ul>\r\n<li>Does your organization do a great job exploring markets for more profitable opportunities, to:\r\n<ul>\r\n<li>Discover non-obvious insights into what customers (& their customers’) would potentially most value, by studying their behaviors, experiences, and competing alternatives? </li>\r\n<li>And not primarily ask customers to tell you what they ‘want’ & to provide direction?</li>\r\n</ul></li>\r\n<li>Is it quite clear to you and your leadership team:<ul>\r\n<li>What superior value proposition (VP) each business tries to profitably deliver to customers? </li>\r\n<li>How you enable customers to more profitably deliver superior value to their customers?</li></ul></li>\r\n<li>If superior, profitable VPs are clear to you & your team:<ul>\r\n<li>Does everyone in the organization understand & see those VPs as their highest priority?</li>\r\n<li>Does your organization effectively provide & communicate these VPs to customers? </li>\r\n<li>Including convincing customers that your business can help them deliver better VPs further down the business chain, to their customers?</li></ul></li></ul>\r\n\r\n<p>If you confidently answer ‘yes’ to the above, congratulations! If ‘not so much’… let’s talk:</p>\r\n\r\nTo contact us, email us at: <a href=\"mailto:contact@dpvgroup.com\">contact@dpvgroup.com</a>\r\n<h3>Other contact info:</h3>\r\nMain Office, <em>The DPV Group, LLC</em>\r\n225 River North Drive, NW\r\nAtlanta, GA 30328-0113 USA\r\nTel: (770) 390-0114','Getting Started with DPV','','inherit','open','open','','311-revision-4','','','2012-08-30 11:10:01','2012-08-30 19:10:01','',311,'http://www.dpvgroup.com/2012/08/311-revision-4/',0,'revision','',0),(643,2,'2012-08-24 10:40:36','2012-08-24 18:40:36','<p>Despite very common misconceptions about the origins of the term ‘Value Proposition,’ Michael Lanning actually originated this widely used (if often also misused) concept and term, plus the ‘Value Delivery System,’ while consulting for McKinsey & Co in the 1980s. </p>\r\n\r\n<p>M. Lanning and partners (mid-90s) created the related also-influential concept, ‘Customer’s Resulting Experiences,’ & the DPV discovery methodology ‘Becoming the Customer’ (studying what they do, not what they say they want). </p>\r\n\r\n<p>DPVG’s professionals bring skilled application of these tools, backed by decades of senior line management experience (e.g. P&G, HP, Home Depot, Coke) consulting (including McKinsey and DPVG) and executive education. </p>\r\n\r\n<p>We have served >65 corporations (and many more businesses within them) in N America, Europe, Australia, SE Asia, Japan, and China; includes B2B & B2C industries e.g. Chemicals, Telecomm, Info Tech (HW, SW, Integration), Financial Services, Imaging, Logistics, Pharmaceuticals, Oil & Gas, Transportation, Lighting, Building & Construction, Paper, Other Forest Prods, Water Utility service, Concrete, Beverages, Steel, and others. </p>\r\n\r\n<p>M. Lanning has taught an acclaimed executive education course based on his concepts to thousands of managers worldwide, and guest lectured at several leading graduate business schools.</p>\r\n\r\n<h3>The DPVG professionals are:</h3>\r\n<ul>\r\n	<li><strong>Strateg</strong><strong>ically focused</strong>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">Our core skills are in helping businesses </span><span><span style=\"font-weight: normal;\">discover, formulate and implement integrated total-chain strategies </span></span><span style=\"font-weight: normal;\">aimed at breakthrough profitable growth</span></li>\r\n	<li><span style=\"font-weight: normal;\">Most recently our work focuses on helping clients discover and act now on non-obvious new opportunities for innovation in value delivery, created or catalyzed by the current Downturn</span></li>\r\n	<li><span style=\"font-weight: normal;\">We are thought leaders in value delivery strategy: </span><span><span style=\"font-weight: normal;\">first created the seminal value-delivery concepts; developed the systematic DPV methodology for marketplace discovery; and wrote the definitive book on value-delivery </span></span></li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<ul>\r\n	<li><strong>Able to both contribute directly to clients’ new strategies, and to help build their strategic capabilities</strong>\r\n<ul>\r\n	<li><span style=\"font-weight: normal;\">We have long track records for creative discovery and recognition of non-obvious strategic opportunities, as line managers and as strategy consultants</span></li>\r\n	<li><span style=\"font-weight: normal;\">We are skilled coaches, dedicated to helping organizations build the capabilities to creatively discover, formulate and implement breakthrough strategies</span></li>\r\n</ul>\r\n</li>\r\n</ul>','About Us','','inherit','open','open','','146-revision-4','','','2012-08-24 10:40:36','2012-08-24 18:40:36','',146,'http://www.dpvgroup.com/2012/08/146-revision-4/',0,'revision','',0),(646,1,'2012-09-10 05:19:03','2012-09-10 13:19:03','','WhyShouldTheyBuy','','inherit','open','open','','whyshouldtheybuy','','','2012-09-10 05:19:03','2012-09-10 13:19:03','',409,'http://www.dpvgroup.com/wp-content/uploads/2009/11/WhyShouldTheyBuy.png',0,'attachment','image/png',0),(647,1,'2009-11-11 13:46:35','2009-11-11 21:46:35','In this section, you will find three papers:\n<ol>\n	<li><a href=\"http://www.dpvgroup.com/articles/dpv-whitepaper\">An Introduction to the DPV Framework and Methodology</a></li>\n	<li><a href=\"http://www.dpvgroup.com/articles/communicating-the-value-proposition\">Communicating the Value Proposition</a></li>\n	<li><a href=\"http://www.dpvgroup.com/articles/battendown\">Batten Down the Hatches, <em>And</em> Make a Game-Changing Move?</a></li>\n</ol>\n<table border=\"0\">\n<tbody>\n<tr>\n<td><a href=\"http://www.dpvgroup.com/articles/dpv-whitepaper\"><img class=\"aligncenter size-full wp-image-442\" style=\"border:0;\" title=\"DPV White Paper\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVWhitePaperThumbnail.png\" alt=\"DPVWhitePaperThumbnail\" width=\"152\" height=\"338\" /></a> </td>\n<td> <a href=\"http://www.dpvgroup.com/articles/communicating-the-value-proposition\"><img class=\"aligncenter size-full wp-image-441\" style=\"border:0;\" title=\"Communicating The Value Proposition\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVCommunicatingTheValuePropositionThumbnail.png\" alt=\"Communicating The Value Proposition\" width=\"152\" height=\"338\" /></a></td>\n<td> <a href=\"http://www.dpvgroup.com/articles/battendown\"><img class=\"aligncenter size-full wp-image-440\" style=\"border:0;\" title=\"Batten Down The Hatches\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVBattenDownTheHatchesThumbnail.png\" alt=\"Batten Down The Hatches\" width=\"152\" height=\"338\" /></a></td>\n</tr>\n</tbody></table>','Articles','','inherit','open','open','','409-revision','','','2009-11-11 13:46:35','2009-11-11 21:46:35','',409,'http://www.dpvgroup.com/2009/11/409-revision/',0,'revision','',0),(648,1,'2012-09-10 05:20:59','2012-09-10 13:20:59','','Why Should They Buy?','','publish','open','open','','why-should-they-buy-pdf','','','2012-09-10 05:21:23','2012-09-10 13:21:23','',0,'http://www.dpvgroup.com/?p=648',39,'nav_menu_item','',0),(649,1,'2012-09-17 04:11:10','2012-09-17 12:11:10','Lorem ipsum dolor sit amet, consectetur adipiscing elit. In cursus, turpis quis iaculis placerat, arcu nisl posuere felis, in consequat nulla metus eget augue. Quisque pellentesque mollis urna, aliquet consequat felis pretium ut. Quisque et leo id elit gravida molestie. Praesent adipiscing enim eget metus euismod adipiscing. Nullam sed tellus ut velit aliquet posuere. Praesent id facilisis nibh. Fusce molestie, neque in iaculis interdum, enim odio viverra sapien, eget malesuada orci tellus in purus. Vivamus ultricies elit a elit mollis fringilla. Mauris risus ante, cursus id consectetur facilisis, tincidunt in ipsum.\r\n\r\nSuspendisse ac odio vel ante rhoncus feugiat. Quisque orci augue, congue id fringilla convallis, pulvinar ac purus. Maecenas rhoncus interdum elit, quis commodo magna cursus at. Sed nulla urna, suscipit eget gravida et, faucibus non turpis. Ut ac eros quis sem adipiscing dapibus. Pellentesque faucibus hendrerit nibh a adipiscing. Donec hendrerit justo id orci malesuada eu pellentesque eros aliquam. Nam vel interdum turpis. Sed eget ante a lorem tincidunt egestas at sit amet felis. Quisque nisi sem, feugiat vel posuere eu, luctus ac velit. Aenean a mauris nisi.\r\n\r\nMorbi lorem lorem, sollicitudin eget ultricies ut, hendrerit vel lectus. Suspendisse volutpat quam aliquet enim elementum porta. Praesent nec leo dolor. Aliquam tempus nisi id tortor molestie at molestie orci ullamcorper. Quisque ipsum orci, facilisis quis congue sed, sodales id lacus. Praesent adipiscing, velit quis tincidunt tincidunt, augue orci sollicitudin erat, a congue velit massa at tellus. Morbi rutrum velit accumsan massa gravida sollicitudin. Sed sit amet leo quis dolor interdum sodales tincidunt nec diam. Aliquam lacus libero, auctor ut tincidunt ut, malesuada vitae lacus. Donec vitae nisi purus. Donec volutpat arcu et arcu porta tincidunt. Aliquam vitae sapien orci. Mauris varius ligula viverra dolor sollicitudin ultrices.\r\n\r\nMorbi in magna risus, vel sagittis dolor. Cras ultricies mi urna, vitae eleifend magna. Aenean massa urna, pulvinar sed feugiat at, eleifend sit amet massa. Proin sed ipsum risus. Nullam consectetur massa sed tellus laoreet ac bibendum tortor tempus. Aenean in arcu neque, quis fringilla velit. Etiam scelerisque auctor diam a eleifend. Duis sed ligula sit amet sapien molestie viverra at a sapien. Donec sit amet luctus tortor. Morbi in lorem quam. Suspendisse potenti. Ut a elit a elit tincidunt consectetur quis at dui. Ut semper nisl at justo eleifend euismod. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\r\n\r\nNullam sit amet accumsan risus. Mauris vel porttitor massa. Morbi euismod placerat sapien vitae tincidunt. Quisque dui dui, rutrum sed tempor volutpat, laoreet et urna. Mauris ac erat ante, eu elementum dui. Vivamus augue tellus, laoreet sit amet fermentum ac, viverra sit amet tellus. Nam sed arcu eu nisi adipiscing ultrices quis placerat lacus. Aliquam facilisis sodales sem, in fringilla eros faucibus ut. Cras quis sollicitudin magna. Curabitur cursus gravida arcu, id luctus dolor vestibulum i','Green','','publish','open','open','','green','','','2012-09-17 04:11:10','2012-09-17 12:11:10','',0,'http://www.dpvgroup.com/?page_id=649',0,'page','',0),(650,1,'2012-09-17 04:10:54','2012-09-17 12:10:54','','Green','','inherit','open','open','','649-revision','','','2012-09-17 04:10:54','2012-09-17 12:10:54','',649,'http://www.dpvgroup.com/2012/09/649-revision/',0,'revision','',0),(651,1,'2012-09-17 04:12:13','2012-09-17 12:12:13','Lorem ipsum dolor sit amet, consectetur adipiscing elit. In cursus, turpis quis iaculis placerat, arcu nisl posuere felis, in consequat nulla metus eget augue. Quisque pellentesque mollis urna, aliquet consequat felis pretium ut. Quisque et leo id elit gravida molestie. Praesent adipiscing enim eget metus euismod adipiscing. Nullam sed tellus ut velit aliquet posuere. Praesent id facilisis nibh. Fusce molestie, neque in iaculis interdum, enim odio viverra sapien, eget malesuada orci tellus in purus. Vivamus ultricies elit a elit mollis fringilla. Mauris risus ante, cursus id consectetur facilisis, tincidunt in ipsum.\n\nSuspendisse ac odio vel ante rhoncus feugiat. Quisque orci augue, congue id fringilla convallis, pulvinar ac purus. Maecenas rhoncus interdum elit, quis commodo magna cursus at. Sed nulla urna, suscipit eget gravida et, faucibus non turpis. Ut ac eros quis sem adipiscing dapibus. Pellentesque faucibus hendrerit nibh a adipiscing. Donec hendrerit justo id orci malesuada eu pellentesque eros aliquam. Nam vel interdum turpis. Sed eget ante a lorem tincidunt egestas at sit amet felis. Quisque nisi sem, feugiat vel posuere eu, luctus ac velit. Aenean a mauris nisi.\n\nMorbi lorem lorem, sollicitudin eget ultricies ut, hendrerit vel lectus. Suspendisse volutpat quam aliquet enim elementum porta. Praesent nec leo dolor. Aliquam tempus nisi id tortor molestie at molestie orci ullamcorper. Quisque ipsum orci, facilisis quis congue sed, sodales id lacus. Praesent adipiscing, velit quis tincidunt tincidunt, augue orci sollicitudin erat, a congue velit massa at tellus. Morbi rutrum velit accumsan massa gravida sollicitudin. Sed sit amet leo quis dolor interdum sodales tincidunt nec diam. Aliquam lacus libero, auctor ut tincidunt ut, malesuada vitae lacus. Donec vitae nisi purus. Donec volutpat arcu et arcu porta tincidunt. Aliquam vitae sapien orci. Mauris varius ligula viverra dolor sollicitudin ultrices.\n\nMorbi in magna risus, vel sagittis dolor. Cras ultricies mi urna, vitae eleifend magna. Aenean massa urna, pulvinar sed feugiat at, eleifend sit amet massa. Proin sed ipsum risus. Nullam consectetur massa sed tellus laoreet ac bibendum tortor tempus. Aenean in arcu neque, quis fringilla velit. Etiam scelerisque auctor diam a eleifend. Duis sed ligula sit amet sapien molestie viverra at a sapien. Donec sit amet luctus tortor. Morbi in lorem quam. Suspendisse potenti. Ut a elit a elit tincidunt consectetur quis at dui. Ut semper nisl at justo eleifend euismod. Lorem ipsum dolor sit amet, consectetur adipiscing elit.\n\nNullam sit amet accumsan risus. Mauris vel porttitor massa. Morbi euismod placerat sapien vitae tincidunt. Quisque dui dui, rutrum sed tempor volutpat, laoreet et urna. Mauris ac erat ante, eu elementum dui. Vivamus augue tellus, laoreet sit amet fermentum ac, viverra sit amet tellus. Nam sed arcu eu nisi adipiscing ultrices quis placerat lacus. Aliquam facilisis sodales sem, in fringilla eros faucibus ut. Cras quis sollicitudin magna. Curabitur cursus gravida arcu, id luctus dolor vestibulum i','Green','','inherit','open','open','','649-autosave','','','2012-09-17 04:12:13','2012-09-17 12:12:13','',649,'http://www.dpvgroup.com/2012/09/649-autosave/',0,'revision','',0),(653,1,'2012-09-17 13:08:50','2012-09-17 21:08:50','The Distribution Organization (DO) for our client, a large electronics manufacturer, managed the supply chain to office resellers. The DO was in the early stages of implementing a major new systems integration initiative. In recent months, the DO’s Reseller customers had increasingly demanded faster order fulfillment; the resulting corporate dictate was to cut turn-around-time (TAT) as measured from order-to-shipment. The DO began shaping the systems integration effort around measuring and reducing TAT.\n\nAt this point, the DO engaged <em>DPVG </em>to help rethink distribution strategy, prior to finalizing systems changes based on TAT. With our help, the Team conducted in-depth interviews and analysis of about 10 large resellers across the US. Using the <em>DPV </em>discovery methodology, we focused on observing and analyzing what these resellers actually did, rather than relying on asking them what they wanted from the DO. The Team thus studied the business model of these customers, understanding the VP that each tried to deliver, and how, including what role the DO and its products played.\n\nWe documented a series of typical ‘scenes’ from ‘Video One’ in each reseller, focused on various functions and processes relevant to the DO, within each customer. The analysis of these ‘scenes’ helped the DO Team understand how orders were placed and then fulfilled, from each reseller’s perspective, and then how the reseller took and fulfilled orders and otherwise met the needs of <em>their </em>customers, the end-users of the DO’s products.\n\nIn this way, the Team found two surprising promotion/service/order patterns, revealing two distinct segments, neither of which would actually benefit greatly by reducing TAT.\n<ul>\n	<li>‘Steady’ resellers conducted no promotions and had a steady level of consumption. But they were experiencing wide variance in order-fulfillment times, with significant stock-outs on the DO’s products, yet at the same time, average inventory seemed far too high. Resellers engaged in speculative ordering whenever revisions in DO-products were rumored, and often placed small, ‘uneconomic-quantity’ orders. The DO tried, ever harder, to fill orders as fast as possible, often pressing carriers to expedite shipments. Sometimes surprised by a DO truck’s arrival, and trying to prevent excessive inventories, resellers often refused or delayed delivery acceptance. In total, these dysfunctional behaviors created a vicious cycle of noise and chaos in the supply chain, ultimately exacerbating order fulfillment errors and inefficiencies.</li>\n	<li>‘Spikey’ resellers, in contrast, were promotion-driven, with high volume spikes, then troughs. The DO was late, too often, in delivering on large retail promotions. Spikey-reseller orders were given the same priority inside the DO as other orders. When a promotional order was late, resellers would often place a second order, and the DO would usually try corrective measures, such as expediting orders, often only resulting in excessive inventories at the reseller after a sale was over. Resellers used a mixed bag of order-transmission methods, resulting in inaccurate, inconsistent data inside the DO. And these resellers also engaged in speculative over-ordering. Although Spikey resellers wanted to promote the DO’s popular products, to drive store traffic, the unreliable order fulfillment caused these resellers to cut back promotional activity on the DO’s products, seriously impeding growth.</li>\n</ul>\n<em>Although customers had focused on TAT, they would actually benefit most from one of two versions of greater reliability, not reduced TAT: for Steady resellers, every delivery should arrive at exactly the same, predictable time interval after the order (neither earlier nor later); for Spikey resellers, every promotional delivery should arrive either early or on time, but never late. </em>\n\nSTEADY RESELLERS: implications for the DO value-delivery strategy\n\nBased on this exploration of Steady resellers’ current experiences, the Team constructed an improved scenario, a ‘Video Two.’ In that scenario, which formed the basis for a new, superior value proposition (VP) to Steady resellers, the DO would ask them to change order behavior significantly. Requested changes included: connecting to the DO’s systems electronically; placing only orders of ‘economic’ size (bulk vs small quantity); rigorously accepting deliveries as scheduled; and providing steady orders, not engaging in speculative over-ordering.\n\nIn return for making these changes, Steady resellers would be able to rely absolutely on receiving all orders on the 5<sup>th</sup> working day, without exception. Even though this pattern would actually represent longer or no-better TAT in many cases, it would – of much greater actual value to resellers - produce at least -10% lower inventories, a cut in stock-outs to near 0%, thus growing revenues and customer satisfaction, and significant reductions in other order costs (receipts/order, invoices to match, etc.). The price of the DO’s products would continue to be at a premium versus competitive products.\n\nThis new VP was a classic <em>tradeoff </em>– resellers were asked to make substantial changes in order and delivery-acceptance behaviors, while continuing to pay the same premium price as previously. However, the superior resulting experiences they would thereby derive would more than compensate for these negatives.\n\nTo <em>provide</em> this very different VP to Steady resellers, the DO made comprehensive adjustments. It now focused its new systems initiative entirely on measuring and minimizing variance around 5<sup>th</sup> day deliveries (rather than on reducing TAT). Moreover, this 5-day delivery timing was now measured from order <em>placement</em> to actual <em>arrival</em> at the reseller (not order <em>receipt </em>to <em>shipping </em>from the DO’s dock, as with TAT). The DO learned new behaviors to improve that 5<sup>th</sup> day performance, tightly monitoring that metric, seeking out root causes in any failure, and then intensively eliminating those causes (whether occurring inside the DO, a carrier, or the reseller). DO managers systematically unlearned old behaviors such as constantly expediting shipments. ‘Economic order quantities’ were refined precisely, and rigorously enforced.\n\nTo <em>communicate </em>this new VP, the DO built on the just-completed process of in-depth interviewing and exploration of Steady resellers. This process had produced a collaborative consensus on the new solution, which was far superior for both the resellers and the DO. Now the DO went to all reseller management teams and presented the VP, documenting the estimated economic value for the reseller of the promised resulting reductions in inventory, stock-outs, and other order costs, and of increased satisfaction by resellers’ customers. The DO further provided explicit assurance of its promised consistent 5-day performance, and thoroughly demonstrated the corresponding changes in the DO’s processes, systems, and training.\n\nIn these resellers, DO business improved greatly: stock outs neared 0%, revenues grew over 5%, reseller-inventories went down sharply and end-customer satisfaction went up significantly..\n\nSPIKEY RESELLERS: implications for the DO value-delivery strategy\n\nSimilarly, the Team constructed a winning ‘Video Two’ scenario and new VP for Spikey customers. These resellers would also be asked to connect to DO’s systems electronically, and to rigorously accept deliveries as scheduled; they were also asked to refrain from second orders.\n\nIn return, the Spikey resellers would <em>never</em> receive a promotional order late (on-time, early, but never late). Thus, they would be able to use the DO’s best selling products to drive growth, without risking the unforgiveable retail sin of running an ad without product to sell, and without an inventory glut following an inadequately-supplied sale. The previous price premiums on DO’s products continued. Again, this VP was somewhat of a tradeoff (as customers would have to learn and adopt new order systems and practices), but in net superior value for Spikey resellers.\n\nTo <em>provide </em>this Spikey VP, the DO: focused the new systems integration effort on accurately identifying any promotional order (distinct from other Spikey, or Steady, orders); flagged every promotional order, giving them unmistakable top priority; ensured that carriers integrated this same flagged-order system; helped Spikey resellers convert their electronic systems to integrate with the DO’s; followed up systematically with Spikey customers to ensure elimination of second-orders, speculative over-ordering, and refused/deferred delivery acceptances.\n\nTo <em>communicate </em>this VP to Spikey customers, the DO: again built on the earlier process of collaborative dialogue with reseller management teams; presented the estimated value of these resellers being able to aggressively promote the DO’s products (without fear of missing a sale); conveyed the explicit promise of never delivering a promotional order late; and demonstrating the DO system changes, including priority flagging, in support of this promise.\n\nIn these resellers, confidence in the ability to strongly promote the DO’s products grew rapidly, and promotional support from Spikey customers helped drive the DO’s products to great success.\n\nCONCLUSION\n\n<em>Prior to this exploration of resellers’ actual behaviors and their consequences, using the DPV methodology, the DO (and other interested parties in the DO’s corporation) were sure that customers wanted, and needed, a reduced TAT solution. However, that belief reflected an incomplete understanding of what solution would be of most value to resellers, and illustrates how easy it is for intelligent, customer-oriented managers to fall pray to the traps of ‘Customer Compelled’ culture</em><em>. </em>\n\n<em>Asking, and listening to what customers say they want, is no substitute for the DPV approach: </em>\n<ul>\n	<li><em>Deeply study what customers actually do, ‘become the customer’ to discover what experiences potentially </em>would<em> be most valuable for them; </em></li>\n	<li><em>Then translate those insights into specific, actionable value-delivery strategy – winning VPs and the key actions needed by function to provide and communicate those VPs</em></li>\n</ul>\n&nbsp;','Electronics','','inherit','open','open','','586-autosave','','','2012-09-17 13:08:50','2012-09-17 21:08:50','',586,'http://www.dpvgroup.com/2012/09/586-autosave/',0,'revision','',0),(654,1,'2012-09-19 10:34:39','2012-09-19 18:34:39','<h6>DPVG has served a wide range of industries, both B2B & B2C:</h6>\n\n<table class=\"subtle\">\n<tr>\n</table>','Success Examples','','inherit','open','open','','601-autosave','','','2012-09-19 10:34:39','2012-09-19 18:34:39','',601,'http://www.dpvgroup.com/2012/09/601-autosave/',0,'revision','',0),(655,1,'2012-08-24 10:41:43','2012-08-24 18:41:43','','Success Examples','','inherit','open','open','','601-revision-2','','','2012-08-24 10:41:43','2012-08-24 18:41:43','',601,'http://www.dpvgroup.com/2012/08/601-revision-2/',0,'revision','',0),(656,1,'2012-09-19 10:37:26','2012-09-19 18:37:26','<h6>DPVG has served a wide range of industries, both B2B &amp; B2C:</h6>\r\n\r\n<table class=\"subtle\">\r\n	<tr>\r\n		<td>Chemicals</td>\r\n		<td>Information Technology</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Financial Services</td>\r\n		<td>Transportation &amp; Logistics</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Paper/Forest products</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Pharmaceuticals</td>\r\n		<td>Oil &amp; Gas</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Utilities</td>\r\n		<td>Steel</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Beverages</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Lighting</td>\r\n		<td>Building &amp; Construction</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Concrete</td>\r\n		<td>Telecomm</td>\r\n	</tr>\r\n</table>\r\n\r\n<p>In these industries, <em>DPVG</em> has:\r\n<ul>\r\n	<li>Helped over 65 corporations worldwide with the DPV methodology &amp; concepts, via strategy Consulting &amp; Executive Education</li>\r\n	<li>Served these clients in many locations globally, including North America, many European countries, Australia-New Zealand, SE Asia, Japan, &amp; China</li>\r\n</ul>','Success Examples','','inherit','open','open','','601-revision-3','','','2012-09-19 10:37:26','2012-09-19 18:37:26','',601,'http://www.dpvgroup.com/2012/09/601-revision-3/',0,'revision','',0),(657,1,'2012-09-19 10:38:10','2012-09-19 18:38:10','<p>DPVG has served a wide range of industries, both B2B &amp; B2C:</p>\r\n\r\n<table class=\"subtle\">\r\n	<tr>\r\n		<td>Chemicals</td>\r\n		<td>Information Technology</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Financial Services</td>\r\n		<td>Transportation &amp; Logistics</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Paper/Forest products</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Pharmaceuticals</td>\r\n		<td>Oil &amp; Gas</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Utilities</td>\r\n		<td>Steel</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Beverages</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Lighting</td>\r\n		<td>Building &amp; Construction</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Concrete</td>\r\n		<td>Telecomm</td>\r\n	</tr>\r\n</table>\r\n\r\n<p>In these industries, <em>DPVG</em> has:\r\n<ul>\r\n	<li>Helped over 65 corporations worldwide with the DPV methodology &amp; concepts, via strategy Consulting &amp; Executive Education</li>\r\n	<li>Served these clients in many locations globally, including North America, many European countries, Australia-New Zealand, SE Asia, Japan, &amp; China</li>\r\n</ul>','Success Examples','','inherit','open','open','','601-revision-4','','','2012-09-19 10:38:10','2012-09-19 18:38:10','',601,'http://www.dpvgroup.com/2012/09/601-revision-4/',0,'revision','',0),(658,1,'2012-09-19 10:45:53','2012-09-19 18:45:53','<p>DPVG has served a wide range of industries, both B2B &amp; B2C:</p>\r\n\r\n<table class=\"subtle\" cellspacing=\"6\">\r\n	<tr>\r\n		<td>Chemicals</td>\r\n		<td>Information Technology</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Financial Services</td>\r\n		<td>Transportation &amp; Logistics</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Paper/Forest products</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Pharmaceuticals</td>\r\n		<td>Oil &amp; Gas</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Utilities</td>\r\n		<td>Steel</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Beverages</td>\r\n		<td>Imaging</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Lighting</td>\r\n		<td>Building &amp; Construction</td>\r\n	</tr>\r\n	<tr>\r\n		<td>Concrete</td>\r\n		<td>Telecomm</td>\r\n	</tr>\r\n</table>\r\n\r\n<p>In these industries, <em>DPVG</em> has:\r\n<ul>\r\n	<li>Helped over 65 corporations worldwide with the DPV methodology &amp; concepts, via strategy Consulting &amp; Executive Education</li>\r\n	<li>Served these clients in many locations globally, including North America, many European countries, Australia-New Zealand, SE Asia, Japan, &amp; China</li>\r\n</ul>','Success Examples','','inherit','open','open','','601-revision-5','','','2012-09-19 10:45:53','2012-09-19 18:45:53','',601,'http://www.dpvgroup.com/2012/09/601-revision-5/',0,'revision','',0);

--
