(243,1,'2008-11-08 23:09:39','2008-11-09 03:09:39','<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=\"150\" height=\"175\" 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','','publish','open','open','','our-people','','','2012-08-24 11:23:17','2012-08-24 19:23:17','',146,'http://inscitia.com/dpv/?page_id=161',1,'page','',0),(497,2,'2012-04-28 10:52:04','2012-04-28 18:52:04','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>\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/eXeMlcAzfRI&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/eXeMlcAzfRI&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 and experience of the past 30 years showing the value of close, supportive relationships with suppliers. Instead, in the name of supposed \'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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</table>\n<h2>Are We Customer-Compelled?</h2>\n<h3>Video: Customer-Compelled</h3>\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/hVIU3p1IibA&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/hVIU3p1IibA&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</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 width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">1</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">2</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">3</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">4</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">5</p>\n</td>\n<td valign=\"top\" width=\"123\"></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"134\">\n<p align=\"center\">Not At All</p>\n</td>\n<td valign=\"top\" width=\"136\">\n<p align=\"center\">To Minor Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Some Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Large Extent</p>\n</td>\n<td valign=\"top\" width=\"135\">\n<p align=\"center\">To Very Great Extent</p>\n</td>\n<td valign=\"top\" width=\"123\">\n<p align=\"center\">Don’t know</p>\n</td>\n</tr>\n</tbody>\n</table>','Trapped in the Conventional Culture?','','inherit','open','open','','272-autosave','','','2012-04-28 10:52:04','2012-04-28 18:52:04','',272,'http://www.dpvgroup.com/2012/04/272-autosave/',0,'revision','',0),(245,1,'2008-11-08 23:15:56','2008-11-09 03:15:56','<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Hewlett-Packard Vectra Computers</h2>\n<div id=\"HPVC\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Vectra was HP’s first entry in the PC market; by late 1980’s, Vectra had only a small, diminishing market share, and senior management had questioned its viability</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Then Vectra management introduced, via a series of seminars the concepts of Value Proposition/Value Delivery System, and the <em>becoming the customer/Video One &amp; Two</em> methodology\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">At first, Vectra Team wanted to conduct a comprehensive segmentation of the PC market</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In seminars, we<sup>1</sup> suggested a different approach\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Team knew little/nothing about who was buying and using the few Vectras sold</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But, after all, some machines were leaving Vectra plants and not coming back…\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Maybe not just purchasing errors; was someone getting a good Value?</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">And maybe there were others like them – an actionable target segment?</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Team set out to explore Video One of actual users, and learn what <em>de facto</em> Value Proposition Vectra delivered to them</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Team subsequently investigated a large sale at Taco Bell, then pursuing much lower costs\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Operated each restaurant with a single PC, so it was essential that it not malfunction.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Video One found units using other PCs experienced unacceptably high breakdown rates</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Units that had switched to Vectra, however, were experiencing very few problems. Why?\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In main PC market, offices, Vectras were no less likely to breakdown than other PC’s</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But most PC’s didn’t like an element pervading Taco Bell but not offices: grease</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">HP was constitutionally incapable of designing and manufacturing equipment that does not have exceptional reliability, regardless of whether customers needed it</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Without thinking of grease, let alone Mexican fast food chains, HP had inadvertently made Vectra virtually impermeable to grease</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Thus, a segment was discovered whose primary users included fast food operators</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But fast food was not the only environment where PC uptime was vital yet, due to a hostile environment, difficult\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Many industrial or commercial environments included heat, moisture, electro-magnetic noise, vibration, etc.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Pursuing this connection, HP soon made another important sale of Vectras to an <em>automobile assembly plant</em></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A small but distinct segment where Vectra could deliver a superior Value Proposition had been discovered</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">This segment proved large enough for Vectra to pursue aggressively\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Played key role in saving the business near term</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Later, HP did segment the larger PC market and succeeded broadly</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">This project provided actionable learning for HP over time\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Discovery of segments defined by a common winning Value Proposition, in contrast to traditional demographic-driven approaches to segmentation</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The market-focused, value delivery concepts and <em>becoming the customer</em> methodology were subsequently introduced and used in many other HP Divisions</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n<hr /><span style=\"font-size: xx-small;\"><sup>1</sup> M.J. Lanning and then-partner Dr. L.W. Phillips, in <em>DPVG</em>-predecessor-firm  (LPA), presenting the <em>DPV</em> concepts in program then titled <em>Building Market-Focused Organizations (BMFO)</em></span></div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Kodak Mass Memory &amp; Photo CD (Business Market)<strong> </strong></h2>\n<div id=\"KMM\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In early 1990’s, Kodak had introduced Photo CD\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">One could capture images conventionally on film, then have them transferred to a CD by the photo developer who bought a Kodak CD writer for this purpose</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Consumer could view photos later on TV, through a player, or in a computer application</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Impressive technology, but limited consumer appreciation for viewing photos on a TV, plus hefty price of player and of image-transfer, had spelled disappointment for Kodak</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Kodak’s Mass Memory Division (MMD) wanted to sell more of its large-scale data storage optical disk library, using some of the Photo CD technology, to non-consumer markets\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">14-inch laser disks, in a robotically controlled jukebox, stored a terabyte of data</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MMD was also  prepared to explore possible industrial applications for Photo CD.</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MMD then decided to deploy the <em>DPV</em> concepts and methodology\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MMD’s R&amp;D manager led a cross-functional team in a joint exploration with long-distance carrier MCI, user of huge quantities of billing data</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The team explained to MCI’s IT department that MMD wanted to better understand MCI’s business, with an open mind as to where the exploration might lead</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MCI had aimed to deliver a Value Proposition similar to AT&amp;T’s but at a lower price; AT&amp;T tried to make the telecomm experience easier, while keeping price close</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">To better understand how MCI might improve its Value Proposition relative to AT&amp;T’s, the team therefore wanted to study the customer service function, in addition to IT</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Video One did imply the jukebox could be used for some consumer billing inquiries; but another ‘Scene’ involving Corporate customer-service revealed a surprising opportunity\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Corporate customers were sent their monthly MCI bills over telecomm directly into mainframe computers. From there, customer could review the bill, in theory.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">However, for the many departmental entities in a customer to view their portion of the bill was not easy, as the data was entombed in the mainframe</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Numerous customers had asked MCI to send the bill on floppy disks, so that departments could load these disks onto PCs for individual review</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">This was no improvement, however, as a corporate monthly bill would require many floppies; trying to distribute and manage these large sets created chaos</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The joint Kodak/MCI team did not ask, \"Could we force-fit a jukebox on this problem?\" (and if not, let’s ignore this Scene); they asked, “What would an improved Video Two be?”\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A departmental manager would be seated at her PC; her department’s bill would somehow be easily, quickly, and accurately loaded onto her PC</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The joint team realized Video Two could happen if she had her bill on CD; CD ROM players were already common; Photo CD technology fit Video Two perfectly</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MCI enthusiastically opted to use the Photo CD technology in its corporate customer billing\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Team had to improvise to adapt the product to the MCI application, but succeeded</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MCI won an industry award for most innovative new product introduction of the year, and Kodak’s product was featured on the cover of that year’s MCI annual report.</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">This case was a catalytic event for Kodak in applying Photo CD technology in industrial markets, with more success than in the originally intended consumer market\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Kodak subsequently uncovered a wide range of industrial applications where frequently publishing customized data via CD delivers real value</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Although Photo CD for consumers had been a disappointment, the above effort helped create several profitable industrial businesses during the 1990’s applying this technology</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The case also served as an innovation model in other Kodak industrial-market businesses</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Carter Holt Harvey (New Zealand) Pulp &amp; Paper Division, Packaging (for Kiwi Fruit)</h2>\n<div id=\"CHH\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Sold paper stock to packaging converters; traditionally Pulp &amp; Paper operated with limited exposure or insight into the manufacturers who ultimately use that packaging</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Engaged <em>DPVG</em> for project on Zespri (Kiwi Fruit coop exporter to Europe, US, Asia, buying packaging from converters); interviewed/analyzed farmers, Zespri, pack houses, converters, overseas carriers, retailers, consumers</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Some key insights:\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Consumption underdeveloped in some markets; CHH should help Zespri</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Consistent taste was heavily influenced by control of ripening\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Taste is one of the most important attributes for purchase (ripeness)</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Consumers prefer fruit which is just ripe enough and ready to eat</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But discovered that reduced air flow in center of containers on long sea voyages hurt control of temperature and natural gases, thereby creating uneven ripening</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Consumers prefer larger Kiwi Fruit, which comes from NZ</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Successfully redesigned package for consistent air flow, much better controlling ripening, an important success for Pulp &amp; Paper, and for Zespri</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Acuity Brands Lighting (ABL) – Web-Based Lighting Solution Center (LSC)</h2>\n<div id=\"ABL\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL is world’s largest lighting fixture manufacturer\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In 2001, most volume went through Commercial &amp; Industrial (C&amp;I) channel – ABL Sales Agents, to Distributors, to Contractors, to the Owners of the property being lit</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But Municipal and Residential outdoor lighting went Agents to Utilities, to Owners; this channel was growing, and some Utilities were becoming interested in Commercial Outdoor, in conflict with C&amp;I channel</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL had a tradition of strong IT capabilities and so wanted to offer each Utility a ‘custom’ web-site:\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" width=\"10\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" width=\"457\" align=\"justify\" valign=\"top\">Would be in Utility’s name, though built and administered by ABL</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"10\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" width=\"457\" align=\"justify\" valign=\"top\">Focus: Order Fulfillment: Owner orders on line from Utility, ABL ships</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Engaged <em>DPVG</em> to refine this Value Proposition for a Utility transactional web site\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Conducted &gt;50 in-depth <em>becoming the customer</em> interviews with Utilities and their customers (Owners), exploring Video One experiences</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">What Utilities thought, &amp; said, that they <em>wanted</em>:\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">1) Standardization of lighting equipment so Utilities could buy more interchangeably from all suppliers;</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">2) An order-fulfillment web site, provided by ABL, sounded good to them</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Insights discovered, in contrast to early assumptions:\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Key opportunity – the real primary entity - was <em>Owner</em>, not Utility\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Owners’ use of ABL’s high-margin products was <em>underdeveloped</em></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">And Owners did not derive nearly the best lighting Value Propositions possible</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL + Utility could provide truly superior proposition to Owners\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Utilities had great installation, maintenance, financing, and pricing strengths</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL had a superior product line for these end-markets</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But Utilities could use help communicating the proposition to Owners</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL’s much better Value Proposition to Utility: <em>help Utility grow their lighting business</em></td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">So project then developed a new ABL Utility value-delivery strategy\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL re-named the custom web site “Lighting Solutions Center” (LSC)</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">LSC redesigned to help Utilities grow lighting business with Owners</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">LSC communicates detailed, compelling Value Propositions to Owners, tailored to each Utility</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL Utility sales force helps Utilities use LSC to make this Owner-sale</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Results very encouraging, as many Utilities bought into ABL Value Proposition, improving\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL volume, market share, and relationships with Utilities, and Communication to primary entities, the Owners</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Eastman Chemical (EMN)  - <em>DPV</em> ‘Growth Experiments’ – Adhesives &amp; Polymers - Focusing on End-Users</h2>\n<div id=\"EMN\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A&amp;P, from successful acquisition of Hercules business in 2000, gave Eastman (EMN):\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Solid #2 position in market serving Adhesive and Sealant formulators</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Most volume is in large global formulators, but EMN saw opportunity to serve small/medium (“S/M”) formulators more efficiently (e.g. by e-commerce)</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">EMN asked <em>DPVG</em> to help develop Value Proposition to S/M formulators\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">With <em>DPVG</em> coaching and participation, A&amp;P Team conducted &gt;25 in-depth <em>becoming the customer</em> interviews with S/M formulators, distributors, end-users</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Focused in Packaging (manufacturers using Adhesives in Packaging applications)</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Team concluded that, while serving S/M formulators had promise, major strategic opportunity lay in understanding and delivering more value to end-users\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Finding: many manufacturers miss the opportunity to derive much more value from the system in which they use adhesives and/or sealants, such as packaging\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Cost savings in manufacturers’ operations</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Revenue from better value delivery by products/packages</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Manufacturers often don’t get as much proactive, open, objective, big-picture help as could be highly valuable; implied total solutions would be\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Coordinated across entire Value Delivery Chain</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Customized, not one-size-fits all, to leverage the value of adhesives/sealants</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Frequently changing formulations (new/reformulations)</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Win credibility by saving cost, win big by improving products and/or packages</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Project was well received, and the organization has especially benefited longer term from internalizing the <em>DPV</em> ‘day-in-the-life’( becoming the customer) methodology for exploring and defining customer and market needs</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Hewlett-Packard Colorado Telecomm Division (CTD)</h2>\n<div id=\"HPCTD\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">HP’s CTD was in trouble\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Their Protocol Analyzers (PAs) helped IT managers analyze network malfunctions</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Had gone six years without new product, while competitors attacked niches, eroding market share\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">New-product efforts leveraged CTD’s perceived strength: producing more network data for analysis.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But as networks diversified, niche competitors customized features to customers’ specific needs</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Projects would backtrack, reach market too late, or grind to a halt</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">CTD tried elaborate planning using customer surveys, producing statements committing all things to all people</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Then CTD tried the <em>DPV</em> concepts (introduced via seminars<sup>2</sup>)\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Started with exploring a “day-in-the-life” of customers to see problems through their eyes\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Focused not just on network managers, the traditional “customer,” but on network-maintenance staff (the real end-users of PAs) and <em>their</em> customers, the employees using the network.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Did not ask what features customers wanted but spent hours at customer sites studying what they tried to do and how, including network diagnosis and repair with what frustrations, compromises and inefficiencies.</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Thus, found maintenance increasingly overwhelmed by complexity, and by uptime pressure from NW users\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">What they needed was <em>not</em> PA’s with ever more data to analyze</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">They needed ability for maintenance to quickly isolate and solve a problem</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Redefined CTD, from “making &amp; selling PAs,” to “delivering, to NW-maintenance organizations running complex, critical NW systems, superior availability, via superior problem isolation, at similar price, versus competitors.”\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">CTD redesigned most aspects of its business to profitably deliver this new Value Proposition</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Although it moved CTD away from traditional strengths, the organization found that it could develop the appropriate technology</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">CTD introduced the “Network Advisor,” which de-emphasized the quantity of data to be analyzed by users and instead isolated network problems, pointing the user to a good solution and how to implement it quickly</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">This new product caught competition off-guard, and produced a dramatic turnaround in CTD’s business.</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n<hr /><span style=\"font-size: xx-small;\"><sup>2</sup> Presented by current <em>DPVG</em> President M.J. Lanning and Dr. L.W. Phillips in the program then titled <em>Building Market-Focused Organizations (BMFO)</em>, in the <em>DPVG</em>-predecessor-firm LPA</span></div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Acuity Brands Lighting (ABL) – New Office-Fluorescent Product</h2>\n<div id=\"ABLFP\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In 2001-02, ABL’s leadership encouraged managers to become familiar with and apply some of the <em>DPV</em> concepts\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Managers were, in this context, urged to read our book on this topic <em>(Delivering Profitable Value)</em></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A young manager, in ABL’s Product and Market Development, who followed this direction was leader of a project to develop a breakthrough new product for the commercial, especially office &amp; schools, market</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">That team leader and his team applied the Video One methodology in exploring the potential market, successfully identifying several crucially important issues to address with this new product</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The team then developed a working Value Proposition implied by this exploration, and used it to guide development of a very different new design, with some significant technological innovations</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">ABL then engaged <em>DPVG</em> to help optimize launch of this new product\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Helped team analyze, refocus, and significantly further improve the Launch Value Propositions\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Significantly increased focus on the end-user solution, in detail</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Much more specificity on what ABL asks its sales force to actually <em>do</em> in the Launch</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Helped team develop higher-impact, more detailed, Launch Communication plan\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Aggressive use of Communication tools beyond normal for ABL</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Most important, developed unusually high-impact Customer Launch Meeting\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Designed to allow credible Communication of essential VP elements</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Includes dramatic live demonstration of central aspects of end-user solution</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Jury is still out, as Launch only about to start, but plan is seen as highly promising</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">MeadWestvaco (US) – Mead Paper Division</h2>\n<div id=\"MPD\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Mead Paper Division (MPD) wanted to pursue a dramatic increase in profitability\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Industry conditions and behavior gave the business a hard-to-escape commodity character</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">MPD wanted to change the game by comprehensively differentiating its offerings\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Prepare for larger, more focused operations, via merger/acquisition and consolidation</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Increase share of higher-margin business</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Elevate Order Management to a strategic function, both for share and efficiency</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Implement ERP to improve access to/flows of information, in support of the above</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Engaged <em>DPVG</em> to identify value delivery options in several key markets\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Conducted in-depth <em>becoming the customer</em> research with a sample of ~25 entities from the various important levels in the MPD Value Delivery Chain for Commercial Printing:\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Merchants, buying coated paper from MPD and selling to Commercial Printers</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Large printers buying direct from MPD</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Commercial Printers buying through Merchants</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">End-users – i.e., marketers (e.g. Williams-Sonoma or Tiffany) using Commercial Printing, and Publishers</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Explored ‘Video One’ and potential improved scenarios, clarifying important results customers already valued, and discovering some new potential high-impact solutions</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Developed specific Value Propositions by major segment for each level in the chain\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Helped clarify the specific value to be delivered to each segment and level</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Provided framework for communicating effectively with MPD channel partners\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Clarifying the actions  that MPD asked of them</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Connecting these actions to the value for <em>their</em> customers, MPD’s end-users</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Helped focus MPD on delivering more value to end-users, while increasing value to more immediate customers\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Integrated among merchant, printer, and end-user</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">More customer alignment and mutual commitment</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">More total-solution-delivery, vs.                                                 just product making/selling</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Aim for better mix and less price pressure, through emphasis on non-price value</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Eastman Chemical (EMN)  - <em>DPV</em> ‘Growth Experiments’ – Commercial Coatings Market, new product introduction</h2>\n<div id=\"EC\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Eastman(EMN) sells chemical raw materials to the coatings market; <em>DPVG</em> was asked to help apply <em>Becoming the Customer</em> in the ‘Commercial, Non-flat’ segment of this market\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Generally in search of possible new insights in this one small and declining segment</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">To also help refine introductory Value Proposition for a new product in this segment</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">New product was a low-VOC alkyd resin\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">EMN supplied resin (an important raw material for coatings) to paint makers</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">VOCs are organic gases emitted by alkyd-based paints; and though VOCs were important to paint performance, government regulations were steadily squeezing levels downward</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The industry broadly saw alkyds as inexorably losing to latex, due to VOC issue</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But new alkyd was a technological achievement - first alkyd to meet latest VOC regs; yet still performed relatively well; it met alkyd paint maker’s short term need</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">So organization assumed Value Proposition would focus as usual on paint makers (especially technical, manufacturing, and purchasing)</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">However <em>Becoming the Customer</em> led quickly to exploration of entities further down the chain\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Interviewed series of Commercial Contractors and Property Managers</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Video One showed that paint makers’ customers, the Contractors, were not delivering the best, and most profitable Value Proposition to their customers, the Property Managers\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Long dry times, odor, regulatory pressures, increasingly inhibit use of alkyds</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Yet latex has much shorter life, with poorer appearance</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">But the new alkyd had much faster dry time, lower odor, and met the new VOC regs;</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A Video Two emerged where the new alkyd could actually help deliver a <em>better</em> Value Proposition than latex in some cases, rather than just slightly ease alkyds’ decline</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">This insight led the Team to take a more aggressive approach to the new product\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">With paint makers, jointly developed efforts to help paint makers effectively communicate the stronger Value Proposition to Contractors, and their customers\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Paints made with the new alkyd resin would allow Contractors to paint for no more total cost than traditional alkyds, and uniquely meet the new VOC regs</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">And versus latex, Contractors could provide\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">a lower total-cost over the life cycle of a Commercial paint job,</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">with revenue enhancement for the Property, due to better appearance</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">EMN successfully partnered with a series of its paint making customers and achieved a significantly stronger market impact with the new product, for them and EMN</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The Team then initiated several previously unanticipated product development efforts to further enhance profitable delivery of the newly defined Value Proposition</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Again, the <em>DPV</em> methodology had helped a Team find surprising insights, focused much closer to the true primary entity, and successfully launching a more ambitious strategy</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Acuity Brands Lighting (ABL) – AEL (Acuity Subsidiary) &amp; Infrastructure Lighting</h2>\n<div id=\"AEL\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">AEL, recently acquired by ABL, sold Public Roadway and other Infrastructure lighting\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Sold through two principal channels, by which AEL defined its two main businesses\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">‘Infrastructure’ channel: Sales Agents to Distributors to Electrical Contractors (ECs); ECs then bid to General Contractors (GCs) and interact with specifying Engineers, who in turn work for the ultimate owners – e.g., Municipalities (Muni’s) and Departments of Transportation (DOTs)</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">‘Utility’ channel: Utility-Agents to Utilities, who in turn interact with specifying Engineers and owners</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">AEL did well in Utility channel but larger Infrastructure business was largely dominated by two competitors and AEL competed primarily on price</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><em>DPVG</em> was asked to help AEL apply <em>DPV</em> approach to refining AEL strategy; focused first on Public Roadway</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Video One explored the whole Public Roadway chain\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In both ‘Infrastructure’ and ‘Utility’ channel businesses, Public Roadway end-users are the Muni’s and DOTs</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Video One revealed that these end-users currently experience a clearly sub-optimal Value Proposition</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The currently incumbent competitors, with their long-standing position in this market, largely drive the lighting specs, which tend to favor these competitors’ products rather than AEL’s</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A possible Video Two, implied by the Video One analysis and very different from Video One, was identified<sup>3</sup>\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">A far superior Value Proposition could be delivered to these end-users, and in turn ultimately to <em>their</em> constituents (e.g., motorists, pedestrians, and other voter/taxpayers)</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">AEL and thus ABL could potentially deliver this much better proposition, with significant changes\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Most fundamental is a new focus beyond the channels – beyond EC and Utility – to the owners</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Accordingly, a redefinition of the AEL businesses (and ultimately other ABL units which serve this same end-use market) in terms of the end-users and the end-use application</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">At same time, this new Value Proposition can be delivered to owners in this Public Roadway chain while simultaneously enhancing the supporting Value Propositions to the channel partners – ECs, Utilities, etc.</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">The comprehensive Value Delivery System (VDS) for this new strategic approach to Public Roadway was developed in detail by the AEL Team</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In important part as a result of this project, ABL has reorganized AEL and other parts of ABL serving the Infrastructure end-use market, creating a new Infrastructure business unit</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">In context of the new organization, defined in terms of end-usage instead of channel, ABL is\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Pursuing delivery of Public Roadway Value Proposition developed in the above project</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">And developing the Value Propositions and VDSs for the balance of this Infrastructure end-use market</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n<hr /><span style=\"font-size: xx-small;\"> <sup>3</sup> Details remain confidential as still under development and testing by ABL</span></div></td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"left\" valign=\"top\">\n<h2 class=\"bodysmall\">Chevron Natural Gas Business Unit (NGBU)</h2>\n<div id=\"CNGBU\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"3\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">NGBU marketed Chevron’s natural gas, previously a regulated, predictable business\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Sold to US industrials using natural gas or other energy sources to produce products, including electric utilities and various product manufacturers</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Traditionally focused on largest users, typically utilities; but deregulation made them less profitable, and NGBU wanted to rethink the business from a fresh perspective</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Using <em>DPV</em>, analyzed 56 industrials, identified 4 strategies/segments, including two traditional strategies and two new more challenging, but higher potential-growth, ones\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><em>“Self-sufficient”</em> Industrials needing the least help - typically large utilities with energy options; offer natural gas on spot market, no additional services, at lowest possible price</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><em>Help them Buy Smarter”</em> Some utilities and very large manufacturers; offer some assurance of uninterrupted supply over time, and some help managing price-risk.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><em>“Help them Convert Gas Smarter,”</em> Utilities, average/large manufacturers; offer supply plus help managing environmental regulation and possible cogeneration projects.</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><em>“Help them Use the Smartest Energy,”</em> Average/large manufacturers; offer supply plus turn-key help reengineering how they used energy in manufacturing processes</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">NGBU successfully implemented this new strategy, restructuring into 4 corresponding businesses, which played a primary role in NGBU’s substantial profit improvement during the early 1990’s.\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Strengthened profitability in the first two, more basic businesses while developing the needed capabilities in the two new, more difficult ones</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">Customer satisfaction subsequently improved dramatically while margins increased 40%</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/orangebullet_1.gif\" alt=\"\" width=\"7\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">After further development, all four businesses were merged with another energy supplier (NGC) to form a major new force in the energy market</td>\n</tr>\n</tbody></table>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n</tbody></table>','Business 2 Business','','draft','open','open','','business-2-business','','','2008-11-08 23:15:56','2008-11-09 03:15:56','',193,'http://inscitia.com/dpv/?page_id=163',2,'page','',0),(270,1,'2008-11-20 10:47:21','2008-11-20 18:47:21','In this Analysis, you can learn more about whether the DPV perspective and approach may have practical utility for your organization. If your organization manages multiple businesses, you may wish to apply this Analysis to one of those, then repeat for others if you find it insightful.\n<h3>Assessment of Your Business Culture</h3>\nFor your business (or, for each one you decide to analyze here) you can first assess its business culture. That is, ask: Is your organization \"Trapped in the Conventional Culture?\" (Is it \'Internally-Driven\' and/or \'Customer-Compelled,\' as described in some detail below)? Or, has your organization, \"Got a Value-Delivery Culture?\" That is, has it got: the \"Market Insights\" it needs?; a \"Real and Complete Value Delivery Strategy?\"; and if so, a \"Winning Breakthrough Strategy?\".\n<h3>Trial Application of DPV Tools to Your Business</h3>\nThen, if you wish, you can try a brief trial application of a few key DPV tools to your business (or, to each one you analyze here). Thus, you may learn something new about the business and organization, and be able to better judge whether and how the DPV approach might help you achieve a real breakthrough.\n\nYou can perform all of this Analysis in sequence. Or, you can focus on the modules of most interest, and move among them as you go, by selecting the appropriate links.','Analyze Your Business','','publish','open','open','','analyze-your-business','','','2008-11-20 10:47:21','2008-11-20 18:47:21','',0,'http://www.dpvgroup.com/demo/?page_id=270',4,'page','',0),(272,1,'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.\r\n\r\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.\r\n\r\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.\r\n<h2>Are we Internally-Driven?</h2>\r\n<h3>Video: Internally Driven</h3>\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/eXeMlcAzfRI&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/eXeMlcAzfRI&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n<h3>Overall</h3>\r\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.\r\n\r\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.\r\n\r\nOverall, to what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\nBelow are six descriptions of more specific \"Internally-Driven\" business cultures. Consider to what extent each depicts the business you are reviewing\r\n<h3>Internally-Driven - A.: \"Technology-Driven\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Internally-Driven - B.: \"Cost-Controlled \"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Internally-Driven - C.: \"Supply-Chain-Yanked\"</h3>\r\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 and experience of the past 30 years showing the value of close, supportive relationships with suppliers. Instead, in the name of supposed \'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.)\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Internally-Driven - D.: \"Sales-Obsessed\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Internally-Driven - E.: \"Marketing Muscle-Bound\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Internally-Driven - F.: \"Short-Term Budget-Bound &amp; Financially-Frustrated \"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h2>Are We Customer-Compelled?</h2>\r\n<h3>Video: Customer-Compelled</h3>\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/hVIU3p1IibA&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/hVIU3p1IibA&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\r\n<h3>Overall</h3>\r\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.\'\r\n\r\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.\r\n\r\nOverall, to what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\nBelow are five descriptions of more specific \"Customer-Compelled\" business cultures. Consider to what extent each depicts the business you are reviewing\r\n<h3>Customer-Compelled A: \"Satisfaction-Facade\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Customer-Compelled B: \"Suggestion-Boxed\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Customer-Compelled C.: \"Distribution-Distracted\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Customer-Compelled D.: \"Buyer-Bewitched\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>Customer-Compelled E.: \"Chaotically-Empowered-Reactive\"</h3>\r\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.\r\n\r\nTo what extent does this description accurately fit the business you are reviewing?\r\n<table width=\"800\" border=\"1\" cellspacing=\"0\" cellpadding=\"2\">\r\n<tbody>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">1</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">2</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">3</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">4</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">5</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\"></td>\r\n</tr>\r\n<tr>\r\n<td valign=\"top\" width=\"134\">\r\n<p align=\"center\">Not At All</p>\r\n</td>\r\n<td valign=\"top\" width=\"136\">\r\n<p align=\"center\">To Minor Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Some Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Large Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"135\">\r\n<p align=\"center\">To Very Great Extent</p>\r\n</td>\r\n<td valign=\"top\" width=\"123\">\r\n<p align=\"center\">Don’t know</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>','Trapped in the Conventional Culture?','','publish','closed','open','','trapped-in-the-conventional-culture','','','2012-04-28 10:51:03','2012-04-28 18:51:03','',277,'http://www.dpvgroup.com/demo/?page_id=272',1,'page','',0),(274,1,'2008-11-20 10:49:12','2008-11-20 18:49:12','In this second major section of Analyze Your Business, you can assess to what extent, for the business you are reviewing, your organization already essentially applies the concepts and methodology of DPV.\n\nOf course, if not yet exposed literally to DPV (or its numerous imitators and borrowers), your organization may not use the exact terminology of DPV, but the question is does the organization really use these same principles? (In this subsection of the Assessment of Your Business, the first few times a specific DPV term is used, it is linked back to another page of this web site for its definition.)\n\nThere are three key aspects to a value-delivery-driven culture, by which this Assessment is structured:\n<ul>\n	<li><strong>Got Market Insights?</strong> - A value-delivery-driven organization continuously explores the market for strategic insights. It first analyzes its Value Delivery Chain to identify and focus on the real primary entity in that chain (as opposed to focusing on intermediary customers/buyers). The organization then uses the Becoming the Customer methodology to analyze current and potential customers, especially the primary entities, and then analyzes competitors through the value-delivery lens.</li>\n	<li><strong>Got a real and complete strategy?</strong> - Such an organization must next translate these insights into explicit value delivery strategy. While many assume they \"have\" a good Value Proposition, however, most organizations have not articulated a real and complete one, as defined in DPV, nor a complete, integrated Value Delivery System driven by that proposition. And likewise, many have a \'strategy\' but omit other crucial elements in a complete strategy.</li>\n	<li><strong>And, is it a <em>winning, breakthrough strategy</em>?</strong> - Finally, an organization may even have a real and complete strategy, but still must step back and ask if that strategy is clearly a winner, capable of achieving a true breakthrough in profitable growth. Essential to meeting this standard is to have chosen, and committed to delivering, a Value Proposition to the primary entity that will be truly different and clearly superior versus competition, in terms that are meaningful and important to that primary entity.</li>\n</ul>\n\n<h2>Got Market Insights?</h2>\nHere you can assess the extent to which, in the business you are analyzing, your organization uses the essential principles of the DPV methodology for discovering and analyzing market insights, including the study and understanding of current and potential customers and other relevant entities in your chain, and including the study of current and potential competitors.\n\n<h3>Question #1: Analysis of whole Value Delivery Chain?</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/deliver-value-across-the-whole-chain\">Value Delivery Chain</a>.</em>\n(<em>If your business has a relatively simple chain, where the immediate customer, to whom you sell your product/service, is also the final end-user of that product/service, then skip to Value-Delivery Culture? Question #3.</em>)\n\nIn the DPV approach to gathering market insights, the organization continuously analyzes the whole Value Delivery Chain relevant to the business, in search of strategic insights. The entities analyzed include current and potential customers - immediate customers, their customers and so on, down to the last relevant level in the chain. They also include current/potential important suppliers, and various \'off-line entities\' - those entities who do not actually buy or sell our product/service, but indirectly influence behavior and attitudes in our chain.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<div>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n</div>\n\n<h3>Question #2: Focus on end-users/\'primary entities?\'</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/deliver-value-across-the-whole-chain\">Primary Entities</a>.</em>\nThe business makes a determination of where the \'primary entities\' are - the entities, in the chain, most important to the success of the business. These primary entities are often the end-users of the product/service offered by the business, or may be close to them. They often are not the immediate customer in the chain, who may directly buy the business\' product/service. (This determination - who is the real \'primary entity?\' - is periodically revisited as the organization learns more about the relevant chain.) Rather than mostly focusing on immediate customers, the organization deeply studies these primary entities, looking for insights into possible breakthrough-growth Value Propositions to them.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n\n<h3>Question #3: Within end-user/primary entities, where (on whom) do we focus?</h3>\n(If primary entities for this business are consumers, then skip Value-Delivery Culture? Question #3 and go to Value-Delivery Culture? Question #4.)\n\nWhen interacting with primary entities/end-users which are organizations (i.e., not consumers), the organization does not stop at the purchasing function nor even at the buying-influencers, if these do not include the actual users of our product/service within this entity. We do interact with the buying functions, but our greater focus is on understanding, influencing, and ultimately delivering clearly superior value to the real users within the entity.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #4: How we study and analyze entities - Becoming the Customer?</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/creatively-explore-the-market\">Creatively Explore the Market</a>.</em>\n\nWhen studying entities in the chain, especially the end-users/primary entities, whether these are businesses or consumers, the organization systematically becomes these customers. We explore and analyze what these entities are trying to do, what they actually do, why they do it, and with what consequences; quantitatively wherever possible and relevant. This is called observing and documenting \'Video One\' in the DPV methodology. The organization thus identifies and analyzes what seems to be important, and all that appears to be suboptimal, including any opportunities missed by these customer-entities, in their Video One.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #5: How we study entities - Video Two and Resulting Experiences</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/creatively-explore-the-market\">Creatively Explore the Market</a>.</em>\n\nBased on the above analyses, the organization creates a set of improved scenarios, \'Video Two\'s\' in some selected future timeframe. Video Two\'s are designed to include very significant end-result improvements for these entities, without over-stretching what might be possible for the organization to deliver, even profitably, in the chosen timeframe. The organization thus identifies potentially valuable and economically feasible \'resulting experiences.\' The organization has not focused on new ways to sell its product/service, nor asked customers to specify what they want. Rather, it has analyzed customers\' current experiences, and creatively inferred a potentially more valuable scenario. (This also contrasts to the common inability to think much beyond our product features and attributes.)\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #6: Identifying value, costs and feasibility of new Resulting Experiences</h3>\nThe organization strives to understand, as much as possible within time constraints, the potential economic value, to the customer entities, of each new resulting experience. Getting this right may entail quantitative market research and/or in-market testing. The organization also works to model and assess the likely cost and feasibility of actually delivering each of these experiences (bearing in mind that many important aspects of delivering these experiences can, in many cases, be performed by the whole chain, not by our organization alone).\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #7: Value-delivery-driven competitive analysis?</h3>\nThe organization analyzes competitors by first defining experiences that customers would potentially value, then estimating how well competition does/could deliver these. \'Competitors\' include players making similar products/services to ours, but also potential players, inside the industry and out, assuming both conventional and outside-the-box technologies and tactics - whatever could most effectively deliver experiences identified above. This value-delivery-driven competitive analysis contrasts to more conventional approaches which start with competitors, asking what they do vs. what we do, without the right context - what customers would most value.\n\nTo what extent does this description accurately fit the business you are reviewing?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h2>Got a Real &amp; Complete Value-Delivery Strategy?</h2>\nHere, you are asked to consider the extent to which your organization, for the business you are reviewing, has a real and complete strategy, as defined by the DPV approach.\n<h3>Question #8: Situation Analysis?</h3>\nAn important foundation for a complete strategy is a Situation Analysis, continuously updated to summarize the state of the business. Key elements include: definition of the relevant market space for this business; its total market size and trends; our business\' revenue, market share, profit, and key recent trends for these basic indicators; description of the most important Value Delivery Chains in the relevant market; key facts about customers and relevant others in the chain, including relevant segmentation and pertinent behaviors (habits and practices) and attitudes; key facts about important and potential competitors; review of important trends and discontinuities, in, e.g., technology, customer/chain structures, competitive activity, regulatory environment, etc..\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #9: Clear financial and other objectives stated in this business\' strategy?</h3>\nA value delivery business strategy states what the organization intends to do, in order to achieve its specific goals. These goals are key criteria against which the balance of the strategy can be understood, evaluated, and measured. These goals usually should include target revenue, market share, and profit, over some appropriate short and a longer term. (Strategic goals may also include more indirect objectives, such as indirectly supporting other businesses, or establishing a beach head in a market, with intent to expand into other related businesses later, etc.)\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #10: Value Delivery Chain analyzed, with primary entities identified?</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/deliver-value-across-the-whole-chain\">Value Delivery Chain</a>\n\nA complete strategy should describe the Value Delivery Chain(s) relevant, indicating where the primary entities are in the chain, and which other entities are important supporting entities. If not automatically self-evident, the rationale for the selection of primary entities should be provided.\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #11: A real and complete primary Value Proposition articulated?</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/choose-real-value-propositions\">Choose Real Value Propositions</a>.</em>\n\nAt the heart of a business strategy should be a real and complete Value Proposition to the primary entity, followed by the Value Delivery System describing how this proposition is to be successfully delivered. Looking at the strategy and business-plan documents for the business you are reviewing, look at the section that purports to be a Value Proposition, or that section that seems to come closest to being a statement of the Value Proposition to the end-user/primary entity. Then consider whether the following questions are answered explicitly and as unambiguously as possible in that document. (Remember this section of the Assessment does not just ask if there is a statement claiming to be a \"Value Proposition\" or marketing strategy or mission, or whatever. The question here is whether the business strategy you are reviewing actually answers the following specific questions, for the primary entity.)\n<h4>Question #11-I: Who is the intended customer? (Who will derive the resulting experiences chosen in this Value Proposition?)</h4>\nTo what extent is this question clearly, explicitly answered in your Value Proposition?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #11-II: What is the specific timeframe for delivering this proposition? (When, for how long, will we deliver it?)</h4>\nTo what extent is this question clearly, explicitly answered in your Value Proposition?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #11-III: What does our business want this customer to do?</h4>\nWhat do we propose to the customer that they do? What purchase and/or usage of products/services, and any other behaviors, do we want them to perform? <em>This answer should NOT describe the resulting experiences the customer will derive - see Question #11-V; the answer here should just state what we want them to buy/use/do</em>.\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #11-IV: What are the best competing alternative(s) this customer will likely have available?</h4>\nIf they do not do as we wish, what will they most likely do? What competitor to our business would they select, and/or what competing option would they pursue?\n\nTo what extent is this question clearly, explicitly answered in your Value Proposition?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #11-V: What resulting experiences will this customer-entity derive, compared to their best alternatives, IF they do as we propose? Includes price and any tradeoffs (i.e. inferior experiences).</h4>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Resulting Experiences</a>.</em>\n\n<ul>\n	<li>Remember that each resulting experience:\n<em>Is </em>an event or events in the customer\'s life/business, resulting from doing what we want them to do, with some end-result consequence of some value for them, in comparison to their alternatives, expressed in measurable, specific terms.\n<em>Is not </em>a description of us, characteristics or features/attributes of our products, services, processes, resources, or functions\n<em>Nor </em>is it a vague ambiguous topic or platitude</li>\n</ul>\nTo what extent is this question clearly, explicitly answered in your Value Proposition?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n\n<h3>Question #12: Real, complete Primary Value Delivery System articulated?</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/take-action-the-value-delivery-system\">Take Action: Value Delivery System</a>.</em>\n\nA real and complete strategy goes on to describe in detail each important action, resource, and process needed to deliver the primary Value Proposition discussed above. This element of strategy is the Value Delivery System (VDS).\n\n<h4>Question #12-A: Providing each resulting experience?</h4>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/take-action-the-value-delivery-system\">Providing the Value Proposition</a>.</em>\n\nFor each resulting experience in the primary Value Proposition, the VDS first describes what must be done, by whom, in order to Provide that experience to the primary entity. The product/service is usually central to Providing many of the resulting experiences in a Value Proposition. Thus, here (not in the Value Proposition itself) is where the key features and performance attributes of the business\' product/service should be discussed, as relevant to Providing each experience. If the product/service does not yet exist or needs revision to help Provide the Value Proposition, then it may be appropriate to describe how R&amp;D and other resources will develop or enhance the product/service. Other functions and resources may also be crucial to Providing some resulting experiences. Manufacturing, Supply Chain, Service, and Sales are typical examples. Some activities may be required by entities outside the immediate organization that owns this business. Other parts of our company, or other entities in the chain may need to play a role in Providing some resulting experiences.\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n\n<h4>Question #12-B: - Communicating each resulting experience?</h4>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/take-action-the-value-delivery-system\">Communicating the Value Proposition</a>.</em>\n\nFor each resulting experience in the primary Value Proposition, the VDS also describes what must be done, by whom, in order to Communicate that experience to the primary entity. To Communicate the resulting experience is to ensure that the customer understands what the promised resulting experience will be, what its value is relative to alternatives, and why the customer should believe that our business can in fact Provide it. Sales, Advertising, PR, Packaging, and various other functions may be centrally involved. Simply listing these functions, however, falls short of specifying how they will actually Communicate each resulting experience. Again, some activities may be required by entities outside the immediate organization that owns this business. Other parts of our company, or other entities in the chain may need to play a role in Communicating some resulting experiences.\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #13: Supporting Value Propositions and VDS\'s articulated?</h3>\n<em>See <a href=\"http://www.dpvgroup.com/concepts/overview/deliver-value-across-the-whole-chain\">Value Delivery Chain</a>.</em>\n\nFor key supporting entities in the Value Delivery Chain relevant to the business you are reviewing, the complete strategy should articulate the supporting Value Propositions and VDSs, following the same structure as discussed above for the primary entity\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #14: Key capability gaps, and how these will be closed, identified?</h3>\nThe complete value delivery strategy needs to identify key capabilities that the organization will need to build or bolster, in order to deliver the Value Propositions chosen above. It must also indicate how these gaps will be closed, with what initiatives, at what cost.\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #15: Key needed resources identified?</h3>\nThe complete strategy must identify the financial and human resource needs to implement it, and should also identify any key leadership requirements to ensure success.\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #16: Key risks identified?</h3>\nFinally, most strategies, and any breakthrough-growth strategy, will entail some risks, including financial, competitive, and sometimes channel-conflict. In addition, there is often risk of executional failure, where key capability gaps may not be adequately closed. The strategy must address the nature of these risks and how the organization will manage them.\n\nTo what extent is the above-described element documented, in support of your business\' strategy?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h2>Got a Winning, Breakthrough Strategy?</h2>\nFinally, in assessing your business today, now that you have looked at whether your organization has articulated a real and complete strategy, you can now step back ask a different question about your strategy: do you believe it will achieve a true breakthrough in profitable growth?\n<h3>Question #17: Truly superior primary Value Proposition?</h3>\nIf your organization can effectively provide and communicate the primary Value Proposition (VP) in your above-analyzed strategy, to what extent is this VP (or would it be) understood by this primary customer as truly superior to the alternatives?\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #18: If the target primary entity for this business fully accepts and buys-in to your VP, to what extent will this have a major, dramatic impact on the attractiveness of this business?</h3>\nConsider the impact you would expect on: market share; total market usage/consumption levels; and profitability of the business:\n<h4>Question #18 A: Market Share - How much market share will this strategy win?</h4>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #18 B: Total Market Usage/Consumption - how much will this strategy grow the market?</h4>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #18 C: Profitability - How much will this strategy improve the business\' profitability?</h4>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h3>Question #19: Net assessment of the strategy for this business.</h3>\nIndicate the extent to which you agree with the following conclusions about your business’ strategy (note that 1 = Strongly Agree, 5 = Strongly Disagree):\n<h4>Question #19 A: We don’t really have a strategy to deliver a VP to the real primary entity in this business</h4>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #19 B: We are only aiming for small incremental improvements; our organization sees this business as a commodity/mature category, where major improvements aren’t realistic.</h4>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>\n<h4>Question #19 C: We’ve already achieved a dominant share, expanded the market dramatically, and print money; we have no room left for major improvement</h4>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"800\" align=\"center\">\n<tbody>\n<tr>\n<td width=\"133\" valign=\"top\">1</td>\n<td width=\"133\" valign=\"top\">2</td>\n<td width=\"133\" valign=\"top\">3</td>\n<td width=\"133\" valign=\"top\">4</td>\n<td width=\"133\" valign=\"top\">5</td>\n<td width=\"133\" valign=\"top\"></td>\n</tr>\n<tr>\n<td width=\"133\" valign=\"top\">Not At All</td>\n<td width=\"133\" valign=\"top\">To Minor Extent</td>\n<td width=\"133\" valign=\"top\">To Some Extent</td>\n<td width=\"133\" valign=\"top\">To Large Extent</td>\n<td width=\"133\" valign=\"top\">To Very Great Extent</td>\n<td width=\"133\" valign=\"top\">Don’t Know</td>\n</tr>\n</tbody></table>','Got a Value-Delivery Culture?','','publish','open','open','','got-a-value-delivery-culture','','','2008-11-20 10:49:12','2008-11-20 18:49:12','',277,'http://www.dpvgroup.com/demo/?page_id=274',2,'page','',0),(277,1,'2008-11-20 10:50:40','2008-11-20 18:50:40','In this section, you can first assess the extent to which your organization, in one business, struggles with the traps of the conventional business culture. You can then consider, in contrast, how close your organization gets, in that business, to applying the DPV principles for developing and profitably implementing breakthrough-growth strategies :\n\n<a href=\"http://www.dpvgroup.com/analyze-your-business/assessment-of-your-business-culture/trapped-in-the-conventional-culture\">Trapped in the Conventional Culture?</a> Do you recognize, in your organization, some common traits of the Internally-Driven and Customer-Compelled approaches to business strategy?\n\n<a href=\"http://www.dpvgroup.com/demo/analyze-your-business/assessment-of-your-business-culture/got-a-value-delivery-culture\">Got a Value-Delivery Culture?</a> To what extent today already, for the business you are reviewing, does your organization essentially apply the concepts and methodology of DPV? Does your organization obtain the Market Insights it needs? Does it have a Real and Complete strategy? A Winning, Breakthrough strategy?\n<h2>What Should You Do with this Assessment?</h2>\nYou can simply read through this Assessment (all or part) and think about the questions it tries to raise.\nOr, you can download this Assessment as a PDF (<a title=\"DPV - Assessment of Your Business Culture (PDF)\" href=\"http://www.dpvgroup.com/UploadedFiles/DPV_AssessmentOfYourBusiness.pdf\" target=\"_blank\">click here, to download: PDF: DPV - Assessment of Your Business</a>). You can then print out the Assessment, and answer the questions (for one or more businesses in your organization)\nIf your average Assessment score on the first sub-section, “Trapped in Conventional Culture?,” is above 3.0, and/or your average score on the second sub-section, “Got a Value-Delivery Culture?,” is below 3.0:\n<ul>\n	<li> Your business has some ways to go before fully applying the DPV principles</li>\n	<li> In that case, you may wish to consider introducing and applying these principles in your organization, in pursuit of profitable breakthrough growth via deep customer understanding and disciplined delivery of superior Value Propositions.</li>\n</ul>\nOn the other hand, if your average scores are below 3.0 on the first sub-section, and above 3.0 on the second sub-section\n<ul>\n	<li> Then you are already doing well relative to the DPV concepts</li>\n	<li> …though you still may identify some opportunities for further improvement.</li>\n</ul>','Assessment of Your Business Culture','','publish','open','open','','assessment-of-your-business-culture','','','2008-11-20 10:50:40','2008-11-20 18:50:40','',270,'http://www.dpvgroup.com/demo/?page_id=277',1,'page','',0),(311,1,'2009-01-15 08:11:14','2009-01-15 16:11:14','<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','','publish','open','open','','contact','','','2012-08-30 11:18:28','2012-08-30 19:18:28','',0,'http://www.dpvgroup.com/?page_id=311',5,'page','',0),(362,1,'2009-06-05 18:30:11','2009-06-06 02:30:11','<h2><a href=\"#video1\">DPV Group on Value Delivery #1: Resulting Experiences</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Resulting Experiences</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/9Y4ESCSk4sc&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/9Y4ESCSk4sc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n<h2><a href=\"#video2\">DPV Group on Value Delivery #2: Tradeoffs</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Tradeoffs</a> in winning value propositions.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/qC7trA5_oqY&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/qC7trA5_oqY&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n<h2><a href=\"#video3\">DPV Group on Value Delivery #3: Southwest Air examples of Resulting Experiences including Tradeoff</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Choosing Real Value Propositions</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/DX2ZL08p90c&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/DX2ZL08p90c&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n<h2><a href=\"#video4\">DPV Group on Value Delivery #4: Internally-Driven Management</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Internally-Driven strategy</a> or being <a href=\"http://www.dpvgroup.com/analyze-your-business/assessment-of-your-business-culture/trapped-in-the-conventional-culture\">Trapped in a Conventional Culture</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<h2><a href=\"#video5\">DPV Group on Value Delivery #5: Customer-Compelled Management</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Customer-Compelled strategy</a> or being <a href=\"http://www.dpvgroup.com/analyze-your-business/assessment-of-your-business-culture/trapped-in-the-conventional-culture\">Trapped in a Conventional Culture</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<h2><a href=\"#video6\">DPV Group on Value Delivery #6: The Value Proposition</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/choose-real-value-propositions\">Real &amp; Complete Value Value Propositions</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<h2><a href=\"#video7\">DPV Group on Value Delivery #7: The Value Delivery System</a></h2>\n<p>Learn more about the <a href=\"http://www.dpvgroup.com/concepts/overview/take-action-the-value-delivery-system\">Value Delivery System</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/fR4S4ozvqxc&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/fR4S4ozvqxc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n<h2><a href=\"#video8\"></a>DPV Group on Value Delivery #8: The Value Delivery Chain</a></h2>\n<p>Learn more about delivering value across the whole <a href=\"http://www.dpvgroup.com/concepts/overview/deliver-value-across-the-whole-chain\">Value Delivery Chain</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<h2><a href=\"#video9\">DPV Group on Value Delivery #9: Discovery Methodology - Become, don\'t just listen to, the customer</a></h2>\n<p>Learn more about <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">creatively exploring the market</a>.</p>\n<object width=\"560\" height=\"340\" data=\"http://www.youtube.com/v/Nfbb7f6aUc0&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/Nfbb7f6aUc0&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0\" /><param name=\"allowfullscreen\" value=\"true\" /></object>','Videos','','publish','closed','open','','videos','','','2009-06-05 18:30:11','2009-06-06 02:30:11','',148,'http://www.dpvgroup.com/?page_id=362',10,'page','',0),(409,1,'2009-11-11 13:46:35','2009-11-11 21:46:35','In this section, you will find three papers:\r\n<ol>\r\n	<li><a href=\"http://www.dpvgroup.com/articles/dpv-whitepaper\">An Introduction to the DPV Framework and Methodology</a></li>\r\n	<li><a href=\"http://www.dpvgroup.com/articles/communicating-the-value-proposition\">Communicating the Value Proposition</a></li>\r\n	<li><a href=\"http://www.dpvgroup.com/articles/battendown\">Batten Down the Hatches, <em>And</em> Make a Game-Changing Move?</a></li>\r\n	<li><a href=\"http://www.dpvgroup.com/assets/DPV-WhyTheyShouldBuy.pdf\">Why Should They Buy? [PDF]</a></li>\r\n</ol>\r\n<table border=\"0\">\r\n<tbody>\r\n<tr>\r\n<td><a href=\"http://www.dpvgroup.com/articles/dpv-whitepaper\"><img class=\"aligncenter size-full wp-image-442\" style=\"border: 0px;\" title=\"DPV White Paper\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVWhitePaperThumbnail.png\" alt=\"DPVWhitePaperThumbnail\" width=\"152\" height=\"338\" /></a></td>\r\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>\r\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>\r\n</tr>\r\n<tr>\r\n<td> <a href=\"http://www.dpvgroup.com/assets/DPV-WhyTheyShouldBuy.pdf\"><img class=\"alignright  wp-image-646\" title=\"WhyShouldTheyBuy\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/WhyShouldTheyBuy.png\" alt=\"\" width=\"152\" height=\"384\" /></a></td>\r\n<td></td>\r\n<td></td>\r\n</tr>\r\n</tbody>\r\n</table>','Articles','','publish','open','open','','articles','','','2012-09-10 05:20:09','2012-09-10 13:20:09','',0,'http://www.dpvgroup.com/?page_id=409',12,'page','',0),(410,1,'2009-11-11 13:48:09','2009-11-11 21:48:09','<h2>How to turn a brilliant product idea into a marketing success</h2>\r\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.\r\n\r\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:\r\n<ol>\r\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>\r\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>\r\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>\r\n</ol>\r\n<h2>FIRST THINGS FIRST: DO YOU REALLY HAVE A GOOD IDEA?</h2>\r\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.\r\n\r\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:\r\n<ol>\r\n	<li><strong>Do you know who is the primary target customer?\r\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>\r\n	<li><strong>What do you want the target customer to do?\r\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>\r\n	<li><strong>What do they get from using the product?\r\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>\r\n	<li><strong>How does the use of your product compare to their competing alternatives?\r\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>\r\n</ol>\r\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.\r\n<h2>SO YOU DO HAVE A GREAT IDEA. DO YOU HAVE A WAY TO MAKE IT HAPPEN?</h2>\r\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.\r\n\r\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.\r\n<h2>YOU HAVE A GREAT IDEA, YOU KNOW HOW TO MAKE IT HAPPEN. HOW CAN YOU COMMUNICATE IT TO YOUR CUSTOMERS?</h2>\r\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.\r\n\r\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.\r\n<h2>THE THREE CHALLENGES IN COMMUNICATING A VALUE PROPOSITION</h2>\r\n<ol>\r\n	<li>\r\n<h3>CLARITY</h3>\r\nThere are two issues that need be clearly understood by the target audience:\r\n<ol>\r\n	<li><strong>What is needed for customers to clearly understand how to buy and use the product?</strong>\r\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>\r\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>\r\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>\r\n</ol>\r\n</li>\r\n	<li>\r\n<h3>DIFFERENTIATION</h3>\r\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?\r\n\r\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.\r\n\r\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.\r\n\r\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.\r\n\r\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>\r\n	<li>\r\n<h3>CREDIBILITY</h3>\r\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:\r\n<ol>\r\n	<li><strong>Demonstration</strong>\r\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>\r\n	<li><strong>Samples</strong>\r\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>\r\n	<li><strong>Case studies</strong>\r\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>\r\n	<li><strong>Testimonials</strong>\r\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>\r\n</ol>\r\n</li>\r\n</ol>\r\n \r\n<h2>PULLING IT ALL TOGETHER</h2>\r\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.).\r\n\r\nYou have a clear strategy of <strong><em>what </em></strong>you need your experts to communicate:\r\n<ol>\r\n	<li>The target customer</li>\r\n	<li>What you want customers to do</li>\r\n	<li>What will be their resulting experiences</li>\r\n	<li>How these resulting experiences differ from the alternatives</li>\r\n</ol>\r\nAnd you have a clear strategy of <strong>how </strong>you need them to communicate, to achieve:\r\n<ol>\r\n	<li><strong><em>Clarity </em></strong>- what customers should do and the key resulting experiences they will get</li>\r\n	<li><strong><em>Differentiation </em></strong>– how the resulting experiences are different from competing options</li>\r\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>\r\n</ol>','Communicating the Value Proposition','','publish','open','open','','communicating-the-value-proposition','','','2012-08-24 13:03:40','2012-08-24 21:03:40','',409,'http://www.dpvgroup.com/?page_id=410',2,'page','',0),(423,1,'2009-11-28 12:27:25','2009-11-28 20:27:25','','Options For Responding To A Severe Downturn','','inherit','open','open','','optionsforrespondingtoaseveredownturn','','','2009-11-28 12:27:25','2009-11-28 20:27:25','',2147483647,'http://www.dpvgroup.com/wp-content/uploads/2009/11/OptionsForRespondingToASevereDownturn.png',0,'attachment','image/png',0),(425,1,'2009-11-28 12:30:13','2009-11-28 20:30:13','','OptionsForRespondingToASevereDownturn','','inherit','open','open','','optionsforrespondingtoaseveredownturn-2','','','2009-11-28 12:30:13','2009-11-28 20:30:13','',424,'http://www.dpvgroup.com/wp-content/uploads/2009/11/OptionsForRespondingToASevereDownturn1.png',0,'attachment','image/png',0),(427,1,'2009-11-28 12:35:17','2009-11-28 20:35:17','','Options For Responding To A Severe Downturn','','inherit','open','open','','optionsforrespondingtoaseveredownturn-3','','','2009-11-28 12:35:17','2009-11-28 20:35:17','',424,'http://www.dpvgroup.com/wp-content/uploads/2009/11/OptionsForRespondingToASevereDownturn2.png',0,'attachment','image/png',0),(433,1,'2009-11-28 13:34:13','2009-11-28 21:34:13','','Resulting Experiences','','inherit','open','open','','resultingexperiences','','','2009-11-28 13:34:13','2009-11-28 21:34:13','',431,'http://www.dpvgroup.com/wp-content/uploads/2009/11/ResultingExperiences.png',0,'attachment','image/png',0),(434,1,'2009-11-28 13:35:25','2009-11-28 21:35:25','','Formulate And Articulate a DPV','','inherit','open','open','','formulateandarticulate','','','2009-11-28 13:35:25','2009-11-28 21:35:25','',431,'http://www.dpvgroup.com/wp-content/uploads/2009/11/FormulateAndArticulate.png',0,'attachment','image/png',0),(435,1,'2009-11-28 13:36:50','2009-11-28 21:36:50','','IntegrateBusinessPlans','','inherit','open','open','','integratebusinessplans','','','2009-11-28 13:36:50','2009-11-28 21:36:50','',431,'http://www.dpvgroup.com/wp-content/uploads/2009/11/IntegrateBusinessPlans.png',0,'attachment','image/png',0),(436,1,'2009-11-28 13:38:37','2009-11-28 21:38:37','','ExploreTheMarket','','inherit','open','open','','explorethemarket','','','2009-11-28 13:38:37','2009-11-28 21:38:37','',431,'http://www.dpvgroup.com/wp-content/uploads/2009/11/ExploreTheMarket.png',0,'attachment','image/png',0),(437,1,'2009-11-28 13:40:21','2009-11-28 21:40:21','','PrimarySecondaryDPV','','inherit','open','open','','primarysecondarydpv','','','2009-11-28 13:40:21','2009-11-28 21:40:21','',431,'http://www.dpvgroup.com/wp-content/uploads/2009/11/PrimarySecondaryDPV.png',0,'attachment','image/png',0),(438,1,'2009-11-28 13:41:41','2009-11-28 21:41:41','','ApplyTheDPV','','inherit','open','open','','applythedpv','','','2009-11-28 13:41:41','2009-11-28 21:41:41','',431,'http://www.dpvgroup.com/wp-content/uploads/2009/11/ApplyTheDPV.png',0,'attachment','image/png',0),(431,1,'2009-11-28 13:42:08','2009-11-28 21:42:08','<h1>An introduction to the market-focused philosophy, framework and methodology called Delivering Profitable Value (DPV)</h1>\nBy Michael J. Lanning\n\nPresident, The DPV Group, LLC\n\nThis document describes the DPV framework and methodology – a market focused approach to strategy that is focused on generating breakthrough, profitable growth by discovering and delivering superior Value Propositions. \n\nFirst, we will discuss the two more common models of strategic thinking and practice against which the DPV approach contrasts. These two kinds of behavior are called \"Internally-Driven\" and \"Customer-Compelled.\" \n\n<strong><em>Classic Problem – the Internally-Driven Culture</em></strong> Most businesses tend to be “Internally-Driven,” eager for any rationale to stay with the apparent safety of their current strengths. Internally-Driven managers focus on designing, making and selling a product (or service) rather than on choosing, providing and communicating a superior Value Proposition. Competitive advantage is sought in the way products or services are made and sold, in assets, technologies, costs or functional skills that competition lacks. These managers often think from the inside out, deciding what product to make, then how to make it and then how to make customers buy it. All this is based on what they are good at, what they like to do, what’s in their safety/comfort zone - not based on what it would take to deliver profitable value in the marketplace. Functions (R&amp;D, operations, marketing, regulatory, etc.), not integrated around any specific chosen Value Proposition, pursue their own inconsistent agendas (sometimes feuding and blaming each other), undermining the chances of delivering profitable value.\n\n<strong><em>False Solution – the Customer-Compelled Culture</em></strong> In an attempt to transcend this Internally-Driven myopia, many pursue what they often see as the only alternative: commit to anything and everything customers suggest, the Customer-Compelled path. Just “be close” and “listen to” the customer, promise “total satisfaction” and “do what they say.” Marketing and total quality are often interpreted in these terms. Despite listening enthusiastically, the Customer-Compelled organization still fails to understand resulting experiences customers would really most value. It asks the same wrong questions that the Internally-Driven organization asks (how to make and sell what product?) but now it wants customers to answer. \n\nMoreover, managers with this mindset try to use customer input alone to solve the whole business puzzle, giving inadequate attention to the relative abilities of the organization and to necessary trade-offs. While customers often make many good suggestions, they also suggest much that is neither actionable nor profitable. And the diversity of requests is limited only by the diversity of customers one encounters. Most organizations, trying to follow the Customer-Compelled path, find it impractical and are driven back toward the traditions of the Internally-Driven organization, disillusioned and discouraged.\n\n<strong><em>Confusion Bridge – Balanced between two wrong paths?</em></strong> Many organizations find themselves engaged in a frustrating effort to blend the two flawed approaches. The result? Managers either do whatever the customer says unless it violates an InternallyDriven mandate, or they follow Internally-Driven agendas until a customer complains. This approach lulls some managers into thinking they have found some kind of balance, but this approach misses the fundamentals of DPV just the same\n\nIn this world of increasingly frequent and severe change, business organizations have a choice. They can adopt an Internally-Driven approach, a Customer-Compelled approach, an approach that combines the two, or the different and more realistic approach of DPV. Businesses on this least traveled road integrate all aspects of strategy, culture, and leadership around one objective: delivery of superior value to target customers at a cost allowing acceptable returns. This deceptively simple principle begins with a concept equally deceptive in its simplicity: the customer\'s experience.\n<h2><em>Customers’ Resulting Experiences: Essence Of A Real Value Proposition </em></h2>\nThose who would make a business succeed face crucial decisions. Most important of these, yet most overlooked and poorly understood, is a disciplined choice of the experiences the business will cause some intended customers to have. These are the resulting experiences a business delivers, and they are the essence of a Value Proposition. \n\nProperly understood, business is very much about the exploration and improvement of customers’ real business/life experiences. The traditional concepts of “needs, requirements and benefits” share important common ground with resulting experiences. However, the differences are considerable, as the conventional concepts focus too much on what the business does or on superficial, vague ideas of benefits or needs. Managers must learn to deeply understand and decisively act on specific experiences customers would most value. \n\n<strong><em>Resulting Experiences in the microwave</em></strong> As an example, consider the experiences that result from using a microwave oven. Users typically cook some food in a pot in a traditional oven, then put it in a bowl, in the refrigerator. They later might put this food on a plate, reheat it in the microwave, and in about five minutes eat it; and it probably tastes good. To clean up, they wash the pot, bowl, and plate. Without the microwave, they would take the food from the fridge, put it in another cooking utensil, and reheat it for about 25 minutes in a traditional oven. The food might dry out, sticking to the utensil. They put the food on a plate and eat it; it may taste dried-out. \n\n<img class=\"alignnone size-full wp-image-433\" title=\"Resulting Experiences\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/ResultingExperiences.png\" alt=\"Resulting Experiences\" width=\"720\" height=\"540\" />\n\nAs a result of using the microwave, the user eats about 20 minutes earlier, does not wash the additional utensil (which may be difficult), and enjoys a better taste (not dried-out). These microwave experiences have some consequences better than the traditional oven experiences. These come with a tradeoff - the user must shop, find space, and pay the price for this microwave. Microwaves succeeded because the value to customers of the resulting experiences, including drawbacks and price, was in net superior to alternative experiences. \n<h3>Peel the Onion and keep asking, “So What?”</h3>\nAn event can be simple, like enjoying a consistently tender chicken dinner provided by a particular brand. However, the events in an experience may be complex, with one event leading to another. Managers must learn to peel the layers of the onion until they adequately understand the true end-result consequence in that experience. \n\nTo business users in the mid-1980’s, for example, Hewlett-Packard’s laser jet printers delivered an experience consisting of a more complex series of events. Compared to dot-matrix printers, users could produce documents with darker, more contrasting blacks, and more sharply focused characters. This made users’ documents easier to read, and as a result, they communicated more effectively. If we peel the onion even further, it is reasonable to say that many users could use these more effective communications to persuade others more easily and thus could be more successful. In such a case, one must identify and describe the whole experience, including the entire series of related events as well as the end-result consequence. No one event (such as “makes blacker blacks” or “makes users more successful”) constitutes the whole experience. \n\nManagers learning both to discover and to deliver resulting experiences to customers will find it helpful to ask, “so what?” If one can still ask this question about a resulting experience, the onion has probably not yet been peeled enough. There is likely a further consequence in this experience, not yet defined, which must be understood.\n\nResulting experiences are the essential core of a real Value Proposition.\n<h2><em>A Value Proposition</em></h2>\nTo be actionable, the description of a Value Proposition must be specific and precise. So much so that this description must allow the organization to make meaningful trade-offs and set priorities throughout the functions and across all relevant resources and processes. A complete Value Proposition does not state a fuzzy aspiration; it completely and unambiguously commits the organization to its real delivery. It is therefore necessary to complete the choice of a Value Proposition by specifying the context in which the organization will deliver some set of resulting experiences. \n\nThus, choosing a complete Value Proposition requires an organization to make a set of interrelated decisions: Who are the intended customers and time horizon for this proposition? What do we want these targeted customers to do, and what is their competing alternative (what will they do if they don’t do what we want them to do)? Against the answers to these questions, what are the ‘resulting experiences’ that these customers will derive, that is, what will happen in their business and/or life, with what value compared to the alternatives? Note that price is one of these resulting experiences. \n\n<strong><em>TRADEOFFS are important in many winning Value Propositions</em></strong> Some Value Propositions include resulting experiences that are inferior to competing alternatives.\n<p style=\"text-align: center;\"><img class=\"size-full wp-image-434 aligncenter\" title=\"Formulate And Articulate a DPV\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/FormulateAndArticulate.png\" alt=\"Formulate And Articulate a DPV\" width=\"720\" height=\"540\" /></p>\n\n<h3>Manage A Business As A “Value Delivery System\"</h3>\nThe Value Delivery System, and its central element, the Value Proposition, are meant as a replacement for the central framework that still strategic thinking. That framework, first described by McKinsey &amp; Company as “The Business System,” was widely popularized as “The Value Chain” by Michael Porter’s Competitive Advantage.”\n\nThis traditional value chain, or business system, framework sees a business, in effect, as a product-supply system. It reinforces both Internally-Driven and Customer-Compelled thinking, as managers debate what perspective to use in answering the product-supply questions: “what product should we invent, how should we make it and how should we market it.” The Internally-Driven schools of thought want to answer these questions based on the organization’s resources and competencies. The Customer-Compelled schools want to ask the customer to answer these questions. But the faulty reasoning is in the questions themselves, not in who should answer them.\n\nDPV changes the questions, to “what Value Proposition (that is, what combination of resulting experiences including price) should this organization deliver and how exactly should we align all products, resources and processes to profitably deliver it, that is, to provide and communicate each resulting experience?” The value delivery framework defines a business in different terms from the conventional paradigm; it defines a business in the terms of value delivery. From the DPV perspective, a market-focused business is a system integrated around delivery of a specific Value Proposition: a “Value Delivery System” that chooses, provides and communicates a specific Value Proposition.\n\n<strong><em>Choosing the Value Proposition:</em></strong> To genuinely choose a Value Proposition is to make the central decision of business strategy, for a Value Proposition defines the precise objective of a business. If your organization has chosen one, then:\n<ul>\n	<li>You have a clear specific statement of it (not just a feeling)</li>\n	<li>It represents a disciplined decision to pursue one of numerous options (not a vague global set of promises to be good and nice)</li>\n	<li>Every function and department (not just marketing) understands it and uses it to closely guide their everyday operational decision-making.</li>\n</ul>\n<strong><em>Most don’t </em></strong>Most organizations do not in fact choose a meaningful Value Proposition. In these organizations, managers in different functions, when asked, would describe entirely different Value Propositions. Some may be at a loss to describe one at all. Often, choosing the Value Proposition is left for marketing and sales to do, once manufacturing and product development have finished with their important tasks. In this case, a Value Proposition is nothing more than an afterthought. In all of these instances, the Value Proposition has not been properly chosen.\n\n<strong><em>The easier path – no real choice</em></strong> It should be recognized that, short-term, it is politically less disruptive in most organizations to adopt a supposed Value Proposition so innocuous as to offend no one. Also politically easy is for a small group of managers to select a specific one but not fully convey it to others in the organization, much less enforce it as strategy. Such Value Propositions are politically not very troublesome but also unlikely to have a great impact.\n\nOf course choosing as defined here is only advisable in order to make more money. An alternative is to trust to luck and hope for the best. A small lucky minority of organizations does profitably enjoy customer preference, at least for a while, despite never deciding deliberately to pursue any real Value Proposition. Most organizations do not see themselves as randomly throwing the dice and praying. Many usually employ some Internally-Driven and/or Customer-Compelled assumptions to decide what products/services to offer and how. This only obscures the fact, however, that they are still not choosing a specific Value Proposition.\n\n<strong><em>Providing the Value Proposition: </em></strong>Once chosen, the Value Proposition must actually happen in the life of the intended, target customer. That is, the business must actually provide the chosen resulting experiences to the chosen intended customer. A word of caution: issuing copies of the proposition to all departments (“Attention! Make this happen. Please.”) won\'t work. Rather, an organization must explicitly decide how it is going to provide each experience.\n\n<strong><em>Example: a hospital</em></strong> For example, a large Northern California hospital group articulated a proposition that focuses on obstetrics and includes among resulting experiences the notion that the consumer should receive “superior emotional well-being.” This means in part that she and her family: “understand what’s happening, what she and they can and should do to help the pregnancy; and, are included in medical decisions.” This specific resulting experience is provided by actions such as: \n<ul>\n	<li>Education proactively integrated into the pregnancy from the outset (versus simply making a few courses available and passing out some literature)</li>\n	<li>Highlighting and discussing actions the mother can take to help pregnancy so she really understands options and consequences (e.g., diet, exercise, work habits, stress, etc.)</li>\n	<li>Education for mother includes understanding the range of likely responses by her family and how she can best manage these (e.g., to minimize the first child’s jealousy)</li>\n</ul>\n<strong><em>Communicating the Value Proposition: </em></strong>In addition to providing each resulting experience in a chosen Value Proposition, a business must communicate these experiences as well. The business must ensure that target customers realize and fully appreciate the fact that doing what the business wants them to do will allow them to actually derive these resulting experiences. And the business must ensure that the customer appreciates the full value for them of those resulting experiences. Finally, the business must give the customer a reason to believe that they actually will derive those resulting experiences. No matter how well a business provides a Value Proposition, it must communicate it to actually win customer preference. \n<p style=\"text-align: center;\"><img class=\"size-full wp-image-435 aligncenter\" title=\"IntegrateBusinessPlans\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/IntegrateBusinessPlans.png\" alt=\"IntegrateBusinessPlans\" width=\"720\" height=\"540\" /></p>\n\n<h2><em>When Customers Have Customers: Understanding The Value Delivery Chain</em></h2>\nOf course, some businesses are more complex than others. Often, intermediaries lie between the business’s organization and those customer-entities of most crucial importance to that business. The simplest example is a manufacturer selling to users through distributors, which are thus intermediaries. Those user-entities may also themselves be businesses with customers as well. Somewhere at the end of such a chain may be entities who are individuals, such as consumers. Thus, there exists a chain of interlocked entities, from the business’ suppliers through its intermediaries, its immediate customers and so on, to the last relevant entity. Some entities in the chain may be “offline” in the sense that they do not engage in buying or selling products relevant to the business but do influence players in the chain. Regulators or standard-setting bodies would be typical off-line entities.\n\n<strong><em>Beyond Supplying Products/services</em></strong> Up to the final entity in the chain, the entities at all of these levels can be understood as Value Delivery Systems. Thus, it is important to understand these chains not simply as logistical supply chains but as value delivery chains. Rather than seeing a chain as supplying product from one entity to the next, managers should understand these chains as delivering value, from one entity to the next. Often, an organization must deliver value to entities not adjacent to them on the chain and thus need other entities to cooperate. Every business organization needs to understand the current and potential structures of the value delivery chains in which they could compete for business.\n\n<strong><em>Distribution Distracted </em></strong>Frequently, however, businesses in a value delivery chain take a nearsighted view of the chain. Failing to look deeply into the lives of entities further out on the chain, they only concentrate on the immediate-customer and supplier levels. Businesses that assume they are competing in a commodity market often succumb to this myopia.\n\n<strong><em>Example: Natural Gas </em></strong>But a product that is difficult to differentiate (usually the case in markets considered commodities) does not spell the end of differentiation. In the early ‘90’s, Chevron’s US natural gas business unit (since merged with NGC Corp) proved this point by applying the principles of DPV. Chevron\'s immediate customers were pipelines, which may have fed a local distribution company, which may have in turn supplied residential, commercial, and industrial customers. Chevron\'s strategy effort focused on working directly with a large number of end-users of natural gas in an effort to understand their business. \n\nConsider a paper company. Who are the paper company\'s customers? What Value Proposition does the paper company deliver to them? How do they use energy to deliver it? What could be improved about this paper company\'s Value Delivery System, especially involving the use of energy? By pursuing these questions, Chevron found a range of promising opportunities to help gas users, who reside several links down on the chain, make smarter use of energy. These opportunities called on Chevron to refashion its manner of doing business in some ways that required non-trivial cultural changes. But they point the way to potentially much more profitable business than would be possible by continuing to emphasize the commodity supply of gas to the first link in the chain.\n<p style=\"text-align: center;\"><img class=\"aligncenter size-full wp-image-436\" title=\"ExploreTheMarket\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/ExploreTheMarket.png\" alt=\"ExploreTheMarket\" width=\"720\" height=\"540\" /></p>\n\n<strong><em>Primary Entities</em></strong> Understanding the identity of the primary entities - those that will be most pivotally impacted by the organization and can most impact its success - is far more important than understanding the desires of the entities closest to the organization. The paper company and similar industrial plants were primary entities in Chevron’s chain. Intel and Microsoft understood that the corporate user of PC’s, and not IBM, was the primary entity in their value delivery chains. The organization must determine its own role in working with the other players in the chain to deliver the appropriate Value Proposition to the primary entity in the chain. The organization must also determine the appropriate value delivery actions for the entire chain to undertake.\n\n<strong><em>Supporting Entities</em></strong> Then, the organization must consider how to motivate the other entities – the intermediaries, its own suppliers, important off-line entities, and others in the chain. To motivate these other entities, the business may need to choose and deliver supporting Value Propositions to them. Any manufacturer who distributes through retailers, for example, needs to choose the right Value Proposition to the actual user of the product. For this proposition to be delivered, the manufacturer must play a role (e.g., designing, making, perhaps advertising the product) but so must the retailer (e.g., making the product easily available). To motivate that retailer, the manufacturer must show the retailer the resulting experiences they will receive for playing this role. The whole task of managing a business thus must encompass understanding, sometimes redesigning, and delivering value across an often complex value delivery chain.<strong> </strong>\n<p style=\"text-align: center;\"><img class=\"size-full wp-image-437 aligncenter\" title=\"PrimarySecondaryDPV\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/PrimarySecondaryDPV.png\" alt=\"PrimarySecondaryDPV\" width=\"720\" height=\"540\" /></p>\n\n<h2><em>Stop Listening! Learn To Become Customers Instead </em></h2>\nBut how should businesses discover and choose the resulting experiences central to the Value Propositions they should deliver, if they are to avoid being either Internally-Driven or Customer-Compelled?\n\n<strong><em>Example: Honda becomes the motorist</em></strong> A team of Honda employees is staked out in a parking lot of a grocery store. From a distance, they videotape scores of consumers performing the same task: loading groceries into the trunk (i.e., boot) of a car. Different cars, different consumers, different grocery bags. Back in Tokyo, Honda engineers and other managers, designing the next model, watch these videos. Some consumers are seen struggling to get the bags into the trunk. Some arrange their plastic bags to keep them from tipping over. At night, some peer into the trunk as they try to arrange bags in the back of the trunk. A few pause, rest a bag on the edge of the trunk wall, and then have to lift the lid again after it partly closes. For a few others, the cart slowly rolls a few feet away from the car as they load the trunk. For some, the whole process goes along without a hitch. \n\nThese motorists are not telling Honda their trunk needs or their desired benefits in a trunk. They are simply living part of their car experience. Watching these videos, the Honda engineers and other managers vicariously live that experience by putting themselves in the consumers’ shoes. They can see and feel what is imperfect in the consumers’ experiences. Then they can envision a far superior trunk-loading experience for these motorists. \n\n<strong><em>Virtual Videos of Day-in-the-life of Customers</em></strong> A tool we have found very useful for thinking about resulting experiences is to imagine making two contrasting video tapes of a day in the life of the customer. In practice, one does not literally have to make a video to understand a day in the life of the customer today. Asking the customer questions about what they do today is often equally effective, as long as one refrains from asking them what they want. The first (virtual) tape would capture a typical current scenario for the customer under study. What are they trying to accomplish, what obstacles do they encounter and how do they cope with those obstacles? The second (virtual) videotape would show what this scenario would be like if the customer’s business or life were much improved. It tries to construct scenarios that are better for the customer and that the organization could conceivably help bring about.\n\nYet, uncovering and fully understanding the resulting experiences desirable to potential or current users is not nearly as simple as one would like. Directly asking customers what they want often does not reveal the resulting experiences they would most value but rather only elicits their description of the attributes, features and price they think should be offered by a product or service. It is far more powerful to “become the customer,” that is, to study intensively how the customer lives, asking: “What would it be like to ‘be’ this customer and what would I want, as an end-result scenario, if I were that customer? What does this imply our business ideally should do to improve the lot of this customer? Could we do that profitably and better than competition?”\n\n<img class=\"aligncenter size-full wp-image-438\" title=\"ApplyTheDPV\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/ApplyTheDPV.png\" alt=\"ApplyTheDPV\" width=\"720\" height=\"540\" />\n<h2><em>Identifying Value-Delivery Options: Key First Step In Formulating Strategy   </em></h2>\n<strong><em>Identifying Value Delivery Options and Market Space</em></strong> - Using the DPV perspective, the first step in formulating strategy is to identify and assess the value delivery options the organization may have. These value-delivery options are the possible, potential businesses – Value Delivery Systems – that the organization could pursue. Ultimately, the design and choice of the VDS’s the firm will implement constitute the essential task of corporate strategy, as understood in terms of the principles of DPV. The firm’s Value Delivery Systems should be understood in the context of other possible businesses, which may be related. A set of related possible businesses constitutes what we call a market-space, which includes customers, interacting with each other in value delivery chains, and the related Value Delivery Systems possible among them.\n\nAn organization considering one or more market-spaces should identify the value delivery options in each. For a given market-space, what would the organization have to do in order to profitably win the business of the customers in it? There typically will be several different, though related, possible businesses in a market-space; strategy formulation should start with identifying and evaluating these options. \n\nA group of customers belongs to a value-delivery option if the business would need to deliver one particular Value Proposition, in essentially the same way, to them. After identifying the value-delivery options (perhaps some obvious, some latent) in a market-space, an organization can decide in which options (if any) it can profitably execute the required VDS better than competition. \n\n<strong><em>Avoid Imitation-Inspired thinking</em></strong> Many organizations are overly distracted by competitors, in the effort to “win.” They frequently measure what competitors do and worry greatly if they don’t match or exceed these competitors’ actions. This game is easy to play without any reference to the experiences most desirable for customers. Competitive analysis in the DPV context first defines the resulting experiences some set of customers would most value. Then DPV asks, “Who among the possible competitors is able to deliver the most valuable combination of these resulting experiences to these customers?” A business wins by delivering a superior Value Proposition, not by being superior to competitors in some other respect.\n\n<strong><em>A Value-Delivery-Driven view of Capabilities</em></strong> The organization must then determine, for each value-delivery option, what key capabilities would be required by the VDS, what new capabilities the organization will have to build, at what cost and with what probability of success, in order to deliver a proposition superior to competing alternatives. This evaluation is not the same as asking, “What are our business’s core competencies today?” In some cases, more dramatic profitable growth can be attained by building a new set of competencies, or capabilities. Sometimes, because of discontinuities in the marketplace, one has little realistic choice. Understanding current competencies may help one decide what market-spaces to evaluate in the first place; but learning how to build new competencies is unavoidable in a rapidly changing world, as countless companies have painfully discovered.\n\n<strong><em>Different Approach than Conventional Segmentation</em></strong> Based on this evaluation, the organization selects the businesses it will conduct, thus determining the organization’s strategy in that market. This approach of identifying value-delivery options differs from the Internally-Driven methods of segmentation commonly employed. Segmentation is frequently treated as a marketing technique, useful mainly to find ways to better sell what an organization has already decided to make. Value-delivery option identification is conducted to discover what products and services should be made. \n\n<strong><em>Don’t Segment Backwards – Think Value Delivery First</em></strong> Conventional segmentation approaches also divide customers based on variables such as demographics, or product usage, that may or may not have anything to do with the actual requirements of profitable value delivery to those customers. The conventional approach to clustering customers by market segmentation is thus backwards. It divides customers by numerous variables without knowing how they vary by the one variable that matters strategically – what VDS is appropriate to them. The DPV approach first divides customers according to the VDS that would be most appropriate to winning their business, regardless of their demographics or other variables that may describe them. DPV then determines what demographic or other variables, if any, may describe the customers in each option, as this information may be helpful to understand and reach customers in each option. \n<h3>Real Business Plans – Committing And Executing</h3>\nHaving evaluated an organization’s value delivery options in a given market-space and having chosen the estimated most profitable combination of those options, it is time to formally commit to this choice. All decision making devices, including business plans, budgets, asset allocations, product, human resource and marketing plans, should be explicitly, rigorously determined by the VDS’s to which they belong or must support.\n\n<strong><em>Organization Structure Implications</em></strong> This often also means restructuring. Though many people rightly want to avoid pointless restructurings, the simple fact is that a great many organizations are not structured as VDS’s. Typical is to be organized by products as business units when in fact the right Value Propositions require bundles of products to be delivered in an integrated fashion. Even more primitive versions of the problem show up as functionally structured organizations where manufacturing, marketing and engineering act in no more integrated fashion than a set of loosely related business units. Restructuring to clarify accountability and to integrate functions around the appropriate Value Propositions is often unavoidably crucial.\n<h2><em>A Winning Business/Value Delivery System (VDS) </em></h2>\nOrganizations must evaluate whether the designed Value Delivery System constitutes a winning business. The checklist below suggests questions by which to determine whether a Value Delivery System will generate wealth for a firm and thus whether it should be implemented.\n<h3>Checklist For A Winning Business - A Winning Value Delivery System (VDS)</h3>\n<ol>\n	<li><strong>WILL THIS VDS DELIVER SUPERIOR VALUE </strong>(perceived by intended entities)?</li>\n	<li><strong>HOW MUCH REVENUE </strong>would we expect from this VDS?</li>\n	<li><strong>CAN WE BUILD THE CAPABILITIES NEEDED </strong>to implement this VDS? </li>\n	<li><strong>WHAT TOTAL COST WILL WE INCUR</strong>? (Includes on-going operating costs plus those of building new capabilities, and the cost of capital)</li>\n	<li><strong>HOW MUCH PROFIT </strong>would this business/VDS generate?</li>\n	<li><strong>WHAT IMPACT ON OUR OTHER BUSINESSES </strong>would it have? (Includes possible conflicts and/or synergies with our other businesses)</li>\n	<li><strong>WHAT IMPACT ON LATER TIMEFRAMES</strong> would it have? (Does it facilitate a longer-term, more profitable VDS? Or compromise our future?</li>\n	<li><strong>WHAT DISCONTINUITIES </strong>may impact its success and sustainability? </li>\n	<li><strong>HOW DOES THIS VDS COMPARE TO OUR OTHER OPTIONS</strong>? </li>\n	<li><strong>IN NET: IS THIS A GOOD VDS</strong>? Considering both short- and long-term, will this VDS generate more wealth for our firm than not implementing it?</li>\n</ol>\n<h2><em>Conclusion </em></h2>\nFar less traveled than the Internally-Driven and Customer-Compelled paths, the value delivery path is for those committed to finding breakthrough profitable growth opportunities. But one must be willing to change, not just repeat platitudes about value. DPV calls for fundamentally changing how organizations:\n<ul>\n	<li>Define their businesses; </li>\n	<li>Adopt success-criteria;</li>\n	<li>Structure their organizations; </li>\n	<li>Identify, explore, assess and choose strategic options;</li>\n	<li>Study and understand customers; </li>\n	<li>Analyze competition;</li>\n	<li>Develop and manage all resources, processes, and functions. </li>\n</ul>\n<h3>Getting Started</h3>\nTo begin the journey, leadership should assess the extent to which their organizations understand these concepts of value delivery, versus relying on Internally-Driven and Customer-Compelled thinking.  Leaders can begin by answering:\n<ul>\n	<li>Does our organization, including senior leadership and all functional managers, know what Value Proposition(s) the organization delivers today? Do we know the extent to which these propositions are sustainably superior and profitable? </li>\n	<li>Has the organization deeply studied, not superficially surveyed, the business/life of important entities in the relevant value delivery chain? Does management have quantitatively solid insights into how these various customers’ current experiences could be greatly improved in ways the organization may be able to make happen? </li>\n	<li>Has the organization chosen the one or more propositions which will make up its strategy in the near and longer term future? </li>\n	<li>If so, is there more than lip service rendered to these propositions? Is there a Value Delivery System for each – a detailed description of what each function, resource, and process must do to provide and communicate the proposition? </li>\n	<li>Are the organization’s efforts to invest in and build its future capabilities entirely focused on these designed Value Delivery Systems? </li>\n</ul>\n<strong><em>DPV is realistic </em></strong>To truly understand customers and thus formulate and execute business strategy that can accelerate profitable growth, managers must design each of their businesses around a disciplined choice of a winning Value Proposition. DPV offers managers guidance, in detailed practical terms, for making it happen.','DPV Whitepaper','','publish','open','open','','dpv-whitepaper','','','2009-11-28 13:42:08','2009-11-28 21:42:08','',409,'http://www.dpvgroup.com/?page_id=431',0,'page','',0),(440,1,'2009-11-28 14:05:42','2009-11-28 22:05:42','','Batten Down The Hatches','','inherit','open','open','','dpvbattendownthehatchesthumbnail','','','2009-11-28 14:05:42','2009-11-28 22:05:42','',409,'http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVBattenDownTheHatchesThumbnail.png',0,'attachment','image/png',0),(441,1,'2009-11-28 14:05:46','2009-11-28 22:05:46','','Communicating The Value Proposition','','inherit','open','open','','dpvcommunicatingthevaluepropositionthumbnail','','','2009-11-28 14:05:46','2009-11-28 22:05:46','',409,'http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVCommunicatingTheValuePropositionThumbnail.png',0,'attachment','image/png',0),(442,1,'2009-11-28 14:05:50','2009-11-28 22:05:50','','DPVWhitePaperThumbnail','','inherit','open','open','','dpvwhitepaperthumbnail','','','2009-11-28 14:05:50','2009-11-28 22:05:50','',409,'http://www.dpvgroup.com/wp-content/uploads/2009/11/DPVWhitePaperThumbnail.png',0,'attachment','image/png',0),(424,1,'2009-11-28 14:09:46','2009-11-28 22:09:46','<h1>Batten Down the Hatches, <em>And</em> Make a Game-Changing Move?</h1>\n<h3>The Need and Opportunity for Value-Delivery Innovation During the Downturn</h3>\n<em>By Michael J. Lanning and Helmut Meixner </em>\n\nWhile not easy in a furious storm like this severe economic downturn, we urge that businesses and their leaders summon the will and focus to not only batten down the hatches and protect the ship (and its near-term cash-flow). They should also quickly and decisively replot the ship’s course, based on a new, penetrating scan of surrounding seas. \n\nMost businesses have reacted to the downturn by cutting costs, and they recognize that customers (business and consumer) will be much more price sensitive for the duration of the recession. Some businesses will also act more aggressively, and continue investing in future growth. However, most will assume that once the recession ends, their markets will behave much as they did prior to the downturn. We believe that the emerging winners, in contrast, will assume that the downturn is likely creating major new opportunities and threats. \n\nIn fact, we believe most businesses should immediately, and fundamentally, <em>rethink</em> their strategies, based on new, deep imaginative study of their markets. Such creative exploration would reveal that, in many markets, the recession is catalyzing major, nonobvious, lasting changes in the behaviors and priorities of customers (business and/or consumer), competitors, regulators, and others. Using insights into these changes, most businesses then could and should boldly make game-changing moves, delivering innovative new value propositions, in new ways, that capitalize on the current turmoil to generate breakthrough profitable growth as the economy recovers.  \n<h2>Nvidia – Example of Forward-Looking Insight and Innovation</h2>\nWinners address the fundamental problem in a recession - how to regenerate demand. To do so, they must discover <em>forward</em>-looking insights - creatively inferring new experiences customers likely <em>will </em>value, not what they thought they wanted last year. Based on such insights, businesses must then develop value-delivery innovations that generate new excitement, enthusiasm and robust demand. \n\nA current example may be Nvidia, chip-making competitor to Intel and Advanced Micro Devices. Nvidia intends to increase R&amp;D spending, while most others are cutting back and despite a 40-50% revenue drop in late 2008.<sup>(1)</sup> Based on Nvidia’s study of end-users, CEO JH Huang foresees a new PC environment emerging from the downturn, a market with dramatically lower baseline hardware prices, differentiated by “size, battery life, and video performance.” Nvidia is “prepared for that outcome,” Huang says.\n\nAs evidence of such a shift in end-user preferences, he points to the emergence of netbooks, low-end portables designed for wireless communication and web access. They are smaller, lighter, and depend on web-based applications. He “predicts consumers will discover they don’t need hardware with a high-end [Intel] microprocessor…Instead... they’ll get more for less by allocating their dollars toward Nvidia chips that are more efficient for chores such as watching videos.” Huang asks, “What is the soul of the new PC?” He is betting that Nvidia has the answer.\n<h2>Options Businesses Face in a Severe Downturn</h2>\nThe matrix below depicts the options – whether to first rethink strategy, based on an exploration of market changes, and then to identify and make game-changing moves. Many will gravitate to the lower-left quadrant, just battening down the hatches, while a few move into the upper-left, trying to strengthen market position. Both these quadrants assume that the pre-downturn rules in the market will hold up when the recession ends. The biggest winners, however, will move to the right, especially upper-right, exploring markets and rethinking strategy, then pursuing the biggest game-changing opportunities.\n\n <img class=\"alignnone size-full wp-image-427\" title=\"Options For Responding To A Severe Downturn\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/OptionsForRespondingToASevereDownturn2.png\" alt=\"Options For Responding To A Severe Downturn\" width=\"572\" height=\"366\" />\n<h2>Why Deep Study of Downturn-Catalyzed Market Changes is so Crucial</h2>\nMarket changes need deep and careful study because some changes and their implications are not at all obvious, and are not revealed by a simple extrapolation from trends prior-to and during a downturn. For example, consider the long economic stagnation of Japan’s ‘lost decade’ - about 1993 to 2001 - which resulted in some very interesting but nonobvious long-term changes in consumer behavior.\n\nAfter little-to-no growth for nearly a decade, the Japanese economy recovered well (until 2008). Yet, long after the recovery began, some surprising behaviors that had developed during the stagnant years persisted. <sup>(2)</sup>\n\nDuring the booming years prior to the stagnation, Japanese had felt wealthy, and many exhibited American-style conspicuous-consumption – wearing foreign fashion, drinking Scotch Whiskey, driving luxury cars. Sales of such items dropped sharply during the lost decade, but by 2007, after six years of recovery, volumes were still down – e.g. Whiskey at -80% since its 1980s peak, and auto volumes at -50% versus 1990. “I’m not interested in big spending,” said one college student. “I just want a humble life.” \n\nAnd remarkably, a poll by news daily Nikkei found that the percentage of men in their 20s who said they wanted a car had dropped from 48% in 2000, to 25% last year.\n\n This reduced desire for a car corresponds to many Japanese spending less time driving cars and more time on public transportation, in long commutes. And that behavior in turn actually feeds into another phenomenon – a strong growing demand for wireless access to broadband-oriented information and entertainment.\n\nStarting about 2000, about seven years ahead of the US, Japan rolled out ‘Third Generation’ (3G) wireless telecomm technology,<sup>(3) </sup>which the US only began seeing in 2007. Advanced 3G is now fast enough to support Video On Demand (VOD) technology (where consumers can view any movie, etc., on demand, anytime) on a cell phone. Japan now leads the world in adoption of VOD. <sup>(4)</sup> And who is watching VOD on their cell phones? Those Japanese commuters. Sitting on a train for an hour or more, they highly value a quality entertainment experience on their cell phones, and they’re getting it. \n\nThis unfolding scenario could only be anticipated by insightful understanding of the changing behaviors and attitudes of these consumers. Extrapolating from trends prior to the downturn and assuming a return to ‘normalcy’ would have missed this train. \n\nSo we urge businesses to adopt a realistic, systematic methodology for creative marketexploration and strategy reformulation. We believe such a methodology must include indepth engagement with customers (business and/or consumer), and other analysis of shifting behaviors of customers, competitors, regulators. This exploration must discover forward-looking insights, translated into value-delivery innovations that can generate major new demand. This is a methodology for those willing to go beyond battening down the hatches to also take their fate in their hands and make a truly game-changing move. \n<h2>Historical Support for Making Game-Changing Moves in a Downturn</h2>\nIn every serious recession, most companies are reactive, necessarily cutting costs. Yet a small number of players also look actively for big opportunities created by the turmoil and, though battered near-term by the downturn, they make serious game-changing moves that often achieve much stronger market position by the end of the recession. \n\nJapan, South Korea, and some other Asian export economies are known for taking a long view, often seeing downturns as share-gain opportunities. For example, in the 1990-91 recession, with automotive sales and profits down sharply, Toyota and Honda invested heavily in their innovative new luxury models, Lexus and Acura. This move did not feature their lower-cost models, and some observers thought the luxury-emphasis an odd risk in a recession. However, Toyota and Honda bet that luxury-car motorists were ripe for a better value proposition than Mercedes, Cadillac, or Lincoln; Lexus and Acura offered equal comfort, performance, and luxury-features, a superior, more convenient approach to dealer-servicing, and a long-standing reputation for superior reliability. \n\nDetroit’s (then) Big Three responded to the recession in customary fashion, cutting newmodel development budgets, squeezing suppliers, and complaining about unfair Japanese trade practices. Lexus and Acura were big hits and soon took leadership of the luxury sedan segment. In 1990-91, Japanese companies gained over 4 share points of the US market, to over 30% for the first time, mostly attributed to success of the new luxury models. Japanese makers, according to the NY Times in late 1991, weren\'t surprised, saying Detroit was ‘unprepared’ for the recession. A top Honda executive noted: \n\n\"There is still a basic, fundamental difference between Japanese and U.S. manufacturers in a time of downturn. The Japanese bring out new models and try to revitalize their lines. They use a recession to rebuild their capacity. The Big Three tend to delay introductions or cut the budget to develop new models. They tend to wait.\" (5)\n\nJapanese executives may sound a bit more humble these days, but this aggressive approach to downturns seems to characterize much Japanese business thinking. In today’s downturn, Yokohama Rubber, in the hard-hit tire industry, announced recently<sup>(6)</sup> that they will move ahead with plans to build a new plant in Russia, and a deal with Continental to produce Yokohama tires in Brazil, despite a $79 million loss for Yokohama in 2008. And Kao, the Japanese consumer products company, recently announced<sup>(7)</sup> plans to invest $8 million in a new US headquarters.\n\nHistorically, many other winning companies have taken a similar approach. In the early 1870s, despite a recession following the bursting of the post-Civil-War speculative bubble, John D. Rockefeller and Andrew Carnegie moved aggressively to take advantage of new technology and weakened competitors in the young oil and steel industries. \n\nFollowing the bursting of another bubble in 1893, based on railroad bonds, the ‘Long Depression’ of 1893-97 set in. But while making fortunes investing in expansion of railroads was largely finished, as Richard Rumelt points out,<sup> (8)</sup> the end of the railroadbuilding boom marked the emergence of a new economy based on sophisticated consumer goods. Hershey’s Chocolates, among others, saw early growth in this period. Similarly, the era of electricity was dawning, and during this period, despite the Long Depression, General Electric and Westinghouse Electric achieved their initial growth. \n\nIn the Great Depression of the 1930s, as Tom Nicholas points out,<sup>(9) </sup>patent applications dropped, as corporations generally preferred to ‘wait and see’ before proceeding with R&amp;D investments. But several notable players did not wait. DuPont invested aggressively in its 1930 discovery of neoprene, finally commercializing it in 1937, after which it became an enormously successful innovation, the first mass-produced synthetic rubber compound. Two early icons of technological innovation, Hewlett-Packard and Polaroid, were started in the 1930s. RCA, moving beyond radio technology, invested heavily in early TV innovations, with major later payoff.\n<h2>The Problem is Demand, the Solution is Value-Delivery Innovation</h2>\nIt is clearly risky to go beyond cost cutting and actually invest during a recession, without a clear and updated vision of what innovations could generate major new demand in the changing market. Toyota and Honda, GE and Westinghouse, DuPont, HP, Polaroid, RCA – these players seem to have had a clear vision of a changing market where they could generate new demand by delivering value propositions innovatively. \n\nThe western, developed nations and much of the global economy has enjoyed a long period of remarkable growth in the post World War II era, though punctuated with numerous recessionary setbacks. Three of the key factors driving much of that growth have been: innovation in value-delivery to customers; the opening of markets; and, especially in the past 20 years, the expansion of leverage through cheap credit. The latter two factors, however, have been diminished by the current, very steep and sudden downturn. We strongly suspect that with this recession, <em>innovation </em>will prove to be more crucial than ever in regenerating new demand. \n\nInnovative value-delivery-to-customers means significant new improvements in the beneficial experiences delivered to customers and/or in the cost of their delivery (usually resulting in lower costs for customers). These value-delivery innovations are facilitated by breakthroughs in product-performance and technology, as well as in creative new services, ways of providing information, forms of product distribution, means of communication to customers, etc. Such innovation has always been a central engine of business growth, perhaps of accelerating importance over the past 60 years or so. \n\nThe steady global opening of markets has been a second important factor in spurring growth, albeit entailing its own economic, social, and political complications and tradeoffs. This opening includes widespread liberalization of economies and markets, deregulation, globalization, and increased international trade. However, this factor will likely be under renewed political pressures as the recession spurs protectionist sentiment (as seen in the buy-American provision of the recent US stimulus legislation). \n\nA third factor that helped fuel much growth since the 1980s, particularly important in the key North American region, has been the expansion of leverage based on cheap debt. As a result of the steep downturn this third factor is not likely to return when the recession ends. As Lowell Bryant and Diana Farrell said in a December article, “For many companies the high returns and rapid growth of recent years rested on cheap credit, so deleveraging means that expectations of baseline profitability and economic growth…must…be seriously recalibrated.” (10)\n\nGrowth in demand, therefore, will be more dependent on innovation. Businesses should therefore now focus more on innovation, not less, than in normal times.  \n<h2>Emerging Examples of Investing in Innovation in the face of Recession</h2>\nAlready in the current downturn, a few signs are evident of companies investing in innovation, reflecting changes they see being spurred by the steep recession.  Cisco’s John Chambers recently announced that Cisco has sharply cut travel expenses (from $7900 per employee to a rate of $3400) and, “That will not come back” because the company is successfully transitioning to much greater use of video conferencing, web meetings, and collaborative software, in place of airlines and autos. (11) Of course, Cisco sells these systems and the announcement is meant to urge other companies to follow suit. Chambers has been known to argue that downturns are growth opportunities for new technologies and solutions; Cisco seems to be betting now that the economic turmoil will catalyze a long-term, not temporary, shift toward long-distance meeting and collaboration in place of business travel. \n\nA senior executive of Korean electronics giant LG signaled in January (as reported by CNNmoney.com) that LG will continue investing in value-delivery innovation, even if revenue growth proves difficult:\n\n\"Even though the [flat-screen TV] market has a \'downgrade\' trend for the high-income segment, there is still a premium market and they need to differentiate innovative products, technology wise… We are going to continue to develop such a product so that we can keep LG as a premium brand and we can enjoy that market…\n\n(12) \"Even though we have a recession now, like everybody, we do not want to reduce our marketing spending and we want to invest more money on R&amp;D and customer service and eco-friendly and environmental issues…It is a hard decision because revenue could be reduced because of the recession and profit will reduce because of competition. But we want to invest for our future.\" He also said LG may expand its retail footprint by selling its products through mass merchandise clubs…\n\nThe historical and contemporary examples cited here illustrate investing aggressively in innovations that can generate new demand, despite the difficult conditions of a recession. But many businesses will reject such a mindset, without much thought, confident that now is not the time for innovation, but the time for single-minded cost cutting. However, simply making marginal cost reductions may help the short term protection of cash flow, but won’t generate significant new demand. Only through innovations that deliver new valuable, even captivating experiences - new benefits or cost savings for customers - can new demand be generated in the face of widespread reluctance to spend money. \n\nThe reader no doubt sees other examples emerging in various markets.\n<h2>After Rethinking a Business Strategy, Invest in New Innovation</h2>\nOf course, even looking hard, not every business will find opportunities for value-delivery innovation that can generate new demand during and coming out of the downturn. In objectively and creatively rethinking strategy, a business must be prepared to draw and accept one of three broad conclusions:\n<ol>\n	<li>Despite economic turmoil, the business still delivers good value propositions, but there is no opportunity to strengthen market position; as revenue is down, costs should be cut, guided by the priorities of delivering the current value propositions </li>\n	<li>Or, there is major opportunity to strengthen market position during and coming out of the downturn. A fundamentally stronger market position may mean either: \n<ol type=\"a\">\n	<li>Winning a higher profitable share of an existing market where the business competes; could include moving from ‘also-ran’ to market leadership; </li>\n	<li>Or, entering and winning a leading share in a market new for the business;</li>\n	<li>Or, generating profitable new consumption by an entire market, by leading end-users to adopt new/increased usage, while holding or winning strong market share; could be a current market for the business, or a whole new market, possibly a ‘blue ocean’ (low-competitive-intensity) opportunity </li>\n</ol>\n</li>\n	<li>Or, the market exploration reveals that there is no winning value proposition which the business could profitably deliver in the foreseeable future. The business is no longer viable and should be liquidated as soon as practically possible.</li>\n</ol>\nWithout carefully rethinking the strategy of a business, most managers will implicitly adopt conclusion #1 above, though we believe it often the least realistic and appropriate. \n\nWhile conclusion #3 is an unhappy one, it is better reached sooner than later, as the value of such a business will likely deteriorate steadily and perhaps increasingly during such a severe downturn. A thorough and imaginative exploration of current changes in the market is the surest, most objective backdrop against which to quickly discover that a business can no longer hope to deliver any winning value proposition.\n\nIn the case of the relatively realistic yet very encouraging outcome #2 above, pursuing a much stronger market position (whether a leading market share or total-market growth) will almost always require at least some adjustment if not major change in the value propositions delivered and how they are delivered (provided and communicated). \n\nIn either case, the evidence is clear that once the appropriate changes have been determined, businesses that win during and coming out of recessions tend to increase investment in value-delivery innovation, including both R&amp;D and marketing. Some of the historical examples cited earlier support this conclusion, which seems to be behind much academic and consulting advice to be aggressive in a downturn. The data on spending during recessions also seems to support this conclusion.\n\nFor example, Bain &amp; Company studied over 700 firms’ performance during 6 years that included the 1990-91 recession.<sup> (13)</sup> During that recession, about 2/5 of all companies either moved from the bottom quartile to the top, or fell from top to the bottom, twice as many such leaps as occurred before or after the recession. “Many managers tolerate subpar results… believing [they] will accelerate past competitors once the economy recovers. This rarely happens. More than two thirds…that made major gains [in the 6 years] did so during the recession, not before or after…The impact of exercising [opportunities] is much higher during a recession, when many competitors are either distracted or hibernating.” \n\nAnother study,<sup> (14)</sup> from 2002, looked at 1000 mostly industrial firms from 1982-99, including two recessions, examining characteristics of those that either stayed in or moved into the top quartile of performance in their industries. Not too surprisingly, the successful challengers were more likely to make acquisitions during a recession. In addition, while most companies cut expenses, the successful challengers spent +14% more on SG&amp;A during the recessions, than those who lost leadership. In contrast, successful leaders spent -14% <em>less </em>on SG&amp;A than their less successful peers, during nonrecessionary times. Advertising spending showed a similar pattern. In R&amp;D, successful leaders spent +8% more than less successful peers even during non-recessionary periods, but the successful challengers outspent the less successful by +22% during the recessions.\n\nIn addition to investment in technology and marketing, businesses armed with an innovative new strategy reflecting changes caused by the downturn may also wisely invest in various supporting assets. Competitors, complementors, new technologies, manufacturing assets, talent, and other assets that may fit the new strategy, may be available at depressed prices in the recessionary environment.  \n<h2>Refining Value-Delivery Strategy to Reflect Customers’ current Focus</h2>\nThe broader economy must inevitably be impacting behaviors and priorities among businesses and consumers. Therefore, even if current value propositions are about right, it is likely that significant adjustments to those value propositions and/or how they are delivered (provided and communicated), are necessary for optimal success. \n\nClearly customers are much more concerned about costs than a few months ago. It seems likely appropriate to fine tune value propositions or how they are delivered, to better meet the needs of their customers in an economic downturn. Such refinements should be about helping customers reduce expenses, or see and receive more value. For example:\n<ul>\n	<li>Help industrial customers achieve lower total costs by running at lower speeds. Since most customers have idle capacity, they could run their lines at slower speed. Maybe they could save money by using less power, etc. Sometimes, running slower results in better quality and/or fewer rejects.</li>\n	<li> Perhaps use lower cost and lower quality materials in making our product, but converted into equal/better quality end results in the customers’ operation, by running longer on the their lines, again recognizing the spare capacity they may have</li>\n	<li>Use customers’ facilities and spare people to do more processing in-house, allowing less preparation/pre-work by us, saving total cost, shared between customer and us</li>\n	<li>Communicate superior value due to total cost, despite higher price, a common emphasis of consumer products in downturns; e.g., ‘Gillette blades last longer, so cost less per shave vs other blades,’ or ‘Bounty paper towels clean up spills with fewer sheets than cheaper paper towels,’ etc.</li>\n</ul>\n<h2>Discovering Major Lasting Changes and the Greatest Innovation Opportunities</h2>\nPerhaps most crucial to emerging from the downturn as a long-term winner, businesses need to devote attention now to imaginatively and deeply studying changes in their markets because some of those changes will likely be major, long lasting, and yet not very obvious to spot or easy to predict. Discovering and understanding these changes is not likely without a fresh, deep exploration of current/ potential customers and other key players in the market now.\n\nDuring the 1930s, behavioral changes and accompanying markets were stimulated by the changes caused by the Depression, and further by new technologies. Entertainment soared in popularity, the movies providing an affordable escape, and became a key US industry. And people were on the move, on the road, so the motel became very popular and then a lasting fixture of the American scene. Without waiting for 1950, one could have foreseen some of this by deeply exploring the changing habits and mindset of the US consumer by the early-to-mid 1930s. \n\nToday, Cisco’s bet (noted earlier) on the replacement of much business travel with teleconferencing and related technologies, is another example. Here, Cisco is trying to innovatively capitalize on behavioral changes that are spurred by the current intensely cost-conscious environment but which may have potential for long-term shifts.\n\nIn the US, residential housing will eventually recover, but perhaps not in the same form of recent years. One could speculate that many homeowners may come out of the recession disillusioned by the guaranteed wealth-building formula they were taught was a home. And with recovery, rising oil prices may return as well, making long commutes expensive. Are some segments of homeowners becoming more interested in ‘sustainable living?’ Conceivably, might these and other changes combine to start changing where and in what kinds of structure homeowners are interested in living? Deeply studying their evolving attitudes could reveal much new insight to businesses in this changing market. \n\nBusinesses should be studying their markets to learn, ‘what changes are percolating in the lives and businesses of customers and other key players, stirred by the economic turmoil? What implications do those changes have for potential innovations in value delivery that our business might introduce?’ \n\nAlbeit not usually easy, the <em>biggest</em> opportunities for value-delivery innovation often involve restructuring how a business and its customers operate. This principle applies strongly to both business-customers and consumers. The tumultuous environment may facilitate such restructuring moves that can redraw the competitive landscape, e.g.:\n<ul>\n	<li>Are there changes in business-customers’ operations that would allow the business to convince customers that now is an opportune time to outsource various processes to that business? Bundling the traditional product with those outsourced processes could redefine the value delivery systems of both the business and its customers.</li>\n	<li>Are there new opportunities emerging for the business to help customers enter new markets, or to compete more effectively in current markets?</li>\n	<li>Is the downturn undermining the value distributors or other intermediaries deliver, between a business and end-users? Do such changes create opportunity to initiate more direct relationships to end-users?</li>\n	<li>Though shell-shocked, might the construction industry be riper than ever for major supply-chain restructuring, such as expanded use of pre-fab materials?</li>\n</ul>\nWe don’t mean to propose that businesses select from neat recipes of specific solutions, in a downturn, such as some discussed here illustratively. Nor should businesses imitate any of the historical and contemporary examples of innovators cited in this article. <em>The point is that businesses should not assume they already know what strategy is right for markets undergoing the hard to predict transformations brought about by a severe and possibly rather lengthy downturn. Instead, they should invest in deeply immersing themselves in the changing businesses and lives of customers, to understand and interpret their changing behaviors and priorities, while also analyzing the behaviors of other key players in the market, including intermediaries, competitors, and regulators.</em>\n\n<em>\n</em>\n<h2>A Realistic, Market-Focused Methodology for Rethinking Strategy in the Downturn</h2>\nWe urge that a business follow a two-part methodology for rethinking strategy in light of the fast-changing environment. The business should first deeply and creatively explore its markets to identify major lasting, but often non-obvious, changes unfolding now in the behaviors and priorities of key players. Based on insights from that exploration, the business should then reformulate the winning value propositions, and redesign how to best deliver (i.e. provide and communicate) them. \n\nThe market-exploration phase consists of identifying and analyzing the changes happening in key elements of the market, including in: \n<ul>\n	<li>The behaviors, priorities, and values of current and potential end-users and other customer groups - what they will likely want and be willing to pay for it </li>\n	<li>The structure and dynamics of the relevant value-delivery chains, including changing roles for various intermediaries, complementors, and others </li>\n	<li>Competitor behaviors, objectives, capacities, and limitations – which existing or potential competitors are likely vulnerable, and which are likely to be aggressive? This analysis should include obvious current competitors, as well as potential threats from different technologies or other regions (e.g. China, Japan, Europe, etc.)</li>\n	<li>Regulators’ and other governmental bodies’ priorities, and thus the incentives, support, and constraints they may bring to the market</li>\n</ul>\nSome businesses will be inclined to skip the first two items, analyzing competitors and maybe regulators, and focusing most attention on cost cutting. This may seem no time for ‘academic research and segmentation analyses.’ However, we would argue that now is an especially crucial time, <em>not</em> for academic studies, but to engage deeply with current/ potential customers and perhaps a few others in your chain.\n\nEssential to our suggested approach is studying what current and potential customers are actually <em>doing</em> today, then creatively inferring what experiences those customers will likely therefore value in the near future. This approach fundamentally differs from many methods that rely on having customers tell us what they think they want. It is also forward looking – not a discovery of what customers <em>used to</em> value just before the economy melted down. And this methodology is actionable, not an elaborate exercise in observing and characterizing groups by academically interesting categories, without surfacing concrete hypotheses for possible value-delivery innovations. \n\nConsumers are not difficult to engage in detailed discussion of what they are doing and thinking. Plenty of money can be wasted by over-intellectualizing this task. But managers can engage directly with consumers, especially in individual in-depth interviews, often useful to conduct at home or otherwise in the consumer’s world. In this way, businesses can efficiently gain invaluable insights into behavioral and attitudinal changes.\n\nLarge business customers are a different challenge, and they may seem uninterested in any topic beyond pricing. However, businesses badly need supplier innovation and now may actually be a better time than usual for real strategic dialogue. Such dialogue should entail multi-functional joint team projects, led by senior managers on both sides, with concrete goals and deadlines for co-discovery and pursuit of major new business initiatives of mutual benefit. In this environment it may make sense to experiment with very different terms, such as greatly expanded sharing of risk and accountability.\n\nBased on such deep engagement with customers, and correspondingly careful analysis of other key players in the chain – intermediaries, competitors, regulators – a business should then creatively reinvent its value delivery strategy. What new or greatly improved value propositions should the business deliver, in what new innovative ways?\n<h2>Conclusion</h2>\nThe deep recession is causing important, in some cases lasting, changes in behaviors, priorities, and capabilities of key players in most markets. Those changes present major opportunities to innovatively generate new growth, for businesses willing to stand up and invest in creatively discovering and then aggressively acting on those opportunities. \n\nCapitalizing on such opportunities will require developing innovative new value propositions and/or delivering them in innovative new ways. Such innovation contrasts to either: hiding below decks, doing little more than slashing away indiscriminately at costs; or blindly betting on last year’s unchanged and unexamined strategy.\n\nFinally, identifying and developing these crucial value-delivery innovations requires first exploring markets in search of forward-looking insights - what new experiences customers will likely find valuable, not what they valued before the downturn. \n<h2>REFERENCES</h2>\n1. Clark, D., WS Journal, Nvidia: Searching for the Soul of the New PC, 1/27/09\n\n2. Tabuchi, H., NY Times, When Consumers Cut Back: A Lesson from Japan, 2/21/09\n\n3. Kupetz, A.H., The Future for Less, pg 2, Emerald Books, 2008\n\n4. Ibid, pg 7\n\n5. Sanger, D., NY Times, Japanese Cars Stronger in Weak U.S. Economy, 9/4/91\n\n6. TireBusiness.com, Yokohama to Build Car Tire Plant in Russia, 1/17/09\n\n7. Holthaus, D., Cincinnati Enquirer (Cincinnati.com), Kao to hire 30 in city, 1/27/09\n\n8. Rumelt, R.P., McK Quarterly, Strategy in a Structural Break, 1/09\n\n9. Nicholas, T., McK Quarterly, Innovation Lessons from the 1930s, 12/08\n\n10. Bryant L., Farrell D., McK Quarterly, Leading through Uncertainty, 12/08\n\n11. Vance, A., NY Times, Travel Goes the Way of the Dodo at Cisco, 2/5/09\n\n12. Paul, F., CNNmoney.com, LG eyes higher market share even if revenue falls, 1/7/09\n\n13. Baveja S., Ellis S., Rigby D., Harvard Mgmt Update, Taking Advantage of Downturn, 3/1/08\n\n14. Dobbs R.F., Karakolev T., Malige F., McK Quarterly, Learning to Love Recessions, 2002','Batten Down the Hatches','','publish','open','open','','battendown','','','2009-11-28 14:09:46','2009-11-28 22:09:46','',409,'http://www.dpvgroup.com/?page_id=424',4,'page','',0),(444,2,'2012-08-17 15:37:15','2012-08-17 23:37:15','<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>\n<ul>\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\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>\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>\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>\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>\n	<li>Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\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>\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>\n	<li>Brand Management, Procter &amp; Gamble, 1973-1980</li>\n	<li><span style=\"color: #000000;\"> BA Mathe</span>matics, Columbia</li>\n</ul>\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>\n<ul>\n	<li>28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\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>\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>\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>\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>\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>\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\n</ul>\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>\n<ul>\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>\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>\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\n	<li>Provided strategic &amp; business-development support to Martek Bioscience, for human and animal health-and-wellness opportunities</li>\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>\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\n	<li><span style=\"font-weight: normal;\">Various small-business consulting since 2000</span></li>\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>\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>\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\n</ul>\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>\n<ul>\n	<li>Recently joined<em> DPV Group </em>after a distinguished career in Senior Marketing, General Management, and Consulting positions</li>\n	<li>Recently Senior Vice President and Chief Marketing Officer, The Home Depot</li>\n	<li>President, Hasbro North America Sales, after being President &amp; General Manager, Hasbro Games</li>\n	<li>Senior Vice President and Chief Marketing Officer, The Timberland Company</li>\n	<li>Senior Vice President, Marketing, The Coca-Cola Company</li>\n	<li>Managing Partner, The American Consulting Group - co-founder, provided Marketing Consulting to diverse roster of clients</li>\n	<li>Brand Management, Procter &amp; Gamble</li>\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>\n</ul>\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>\n<ul>\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>\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>\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\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>\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others</li>\n	<li>Past President, International Society of Business Fellows</li>\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\n</ul>\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>\n<ul>\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--></li>\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>\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\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>\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\n</ul>\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>\n<ul>\n	<li>30 years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting</li>\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\n</ul>\n<h3></h3>\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>\n<ul>\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\n	<li>The DPV Group (and LPA) 1995 to present</li>\n	<li>Eastman Kodak Company 1967-95</li>\n	<li>BS Mechanical Engineering, Michigan Tech</li>\n</ul>\n<h3></h3>\n<h3></h3>\n<h3></h3>\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>\n<ul>\n	<li>A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\n	<li>Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\n	<li>Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\n	<li>&gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\n	<li>BA, University of Witwatersrand, S. Africa</li>\n</ul>\n<h3></h3>\n<h3></h3>\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\n<ul>\n	<li>&gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\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>\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>\n	<li>B.S. Chemical Engineering, Michigan; MBA Harvard</li>\n</ul>\n<h3><span style=\"color: #800000;\">Michael Griffiths (Brooklyn, NY) Business Analyst</span></h3>\n<ul>\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>\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\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>\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>\n</ul>','Our People','','inherit','open','open','','243-autosave','','','2012-08-17 15:37:15','2012-08-17 23:37:15','',243,'http://www.dpvgroup.com/2010/01/243-autosave/',0,'revision','',0),(446,2,'2010-01-26 06:53:18','2010-01-26 14:53:18','<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> BA Mathematics, 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;\">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<ul></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-2','','','2010-01-26 06:53:18','2010-01-26 14:53:18','',243,'http://www.dpvgroup.com/2010/01/243-revision-2/',0,'revision','',0),(445,2,'2008-11-08 23:09:39','2008-11-09 03:09:39','<h3><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h3>\n<ul>\n	<li>Author, consultant, lecturer, and founder of <em>The DPV Group</em></li>\n	<li>His and firm\'s work has widely influenced business thinking and practice, past 25 years</li>\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>\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>\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>\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>\n	<li> Author, 1997-98, definitive book on this topic, also titled <em>Delivering Profitable Value</em></li>\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>\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>\n	<li> Brand Management, Procter &amp; Gamble, 1973-1980</li>\n	<li> BA Mathematics, Columbia</li>\n</ul>\n<h3><span style=\"color: #800000;\">Helmut Meixner (Cincinnati) - Senior Director</span></h3>\n<ul>\n	<li> 28 years general and brand management, extensively international, with Procter &amp; Gamble</li>\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>\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>\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>\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>\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>\n	<li><em> The DPV Group</em> 2001-to-present; Procter &amp; Gamble, 1973-2001</li>\n	<li>BA Vienna; MBA UCLA; fluent in German</li>\n</ul>\n<h3><span style=\"color: #800000;\">Miller L. Macmillan (Destin, Florida) - Director</span></h3>\n<ul>\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>\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>\n	<li>Participated in some of early development of <em>DPV </em>concepts and tools</li>\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>\n	<li>Industries served include banking, chemicals, paper, railroads, telecomm, natural gas/energy services, pharmaceuticals, software, education, the Olympic Games, and others<!--EndFragment--></li>\n	<li>Past President, International Society of Business Fellows</li>\n	<li>BA English, Yale; MBA with High Distinction, Harvard</li>\n</ul>\n<h3><span style=\"color: #800000;\">Dr. Tim Fealey (Atlanta) - Senior Consultant</span></h3>\n<ul>\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>\n	<li>Three years as Vice President Worldwide R&amp;D, Coca-Cola Corporation</li>\n	<li><span style=\"font-weight: normal;\">Range of university teaching experience in graduate business schools, economics, engineering, and chemistry</span></li>\n	<li><span style=\"font-weight: normal;\">Consumer-product development consulting, major chemical firms, with DPVG, since 2002</span></li>\n	<li><span style=\"font-weight: normal;\">Various small-business consulting 2000-02</span></li>\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>\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>\n	<li><span style=\"font-weight: normal;\">Ph.D. Physical Inorganic Chemistry, Georgetown; U. Chicago MBA; B.Sc. U. Hull (England)</span></li>\n</ul>\n<h3><span style=\"color: #800000;\">Dr. Joel Epstein (Melbourne, Australia) - Senior Consultant</span></h3>\n<ul>\n	<li>17 years strategic and business planning, consumer and B-to-B markets</li>\n	<li> Well versed in DPV approach, exceptionally strong in creative strategic thinking and analysis and a highly effective communicator</li>\n	<li> DPVG since 2000; DPV applications in consumer imaging, residential building materials, chemicals (adhesive raw materials), mobile telecoms</li>\n	<li> Eastman Kodak 1983-99</li>\n	<li> Ph.D. Chemical Physics, Carnegie-Mellon</li>\n</ul>\n<h3><span style=\"color: #800000;\">Glenne Harding (San Francisco) - Senior Consultant</span></h3>\n<ul>\n	<li><span style=\"font-weight: normal;\">30</span><span style=\"font-weight: normal;\"> years experience, Hewlett-Packard, in Supply Chain/Distribution, Marketing, Business Development, and Finance/Accounting\n</span></li>\n	<li>1990’s: Manager, Worldwide Supplies Marketing, Computer Accessories, and US Laser Jet and Printer Supplies Fulfillment, plus SAP implementation</li>\n	<li>Extensive successful DPV applications 1991-99; supply chain DPVG consulting from ‘99</li>\n	<li>Highly skilled helping clients apply DPV methodology, especially to complex chains</li>\n	<li>BS Psych/Math, William &amp; Mary; MBA, Finance, Santa Clara</li>\n</ul>\n<h3><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></h3>\n<ul>\n	<li>Consultant specializing in Packaging and issues related to Package Design and Development<!--EndFragment--> </li>\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>\n	<li>In recent years, created and designed equity graphics and packages for several international and regional consumer goods firms</li>\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>\n	<li>BA, CSU Long Beach, CA; Masters, Xavier University (Cincinnati)</li>\n</ul>\n<h3><span style=\"color: #800000;\">Alistair W. Macleod (Melbourne, Australia) - Senior Consultant</span></h3>\n<ul>\n	<li>17 yrs strategic planning, marketing &amp; distribution, change/HR management, IT integration in financial services, and public sector</li>\n	<li>The DPV Group, 1998 to present</li>\n	<li>Applied DPV in large computer systems support, construction materials, mobile telecoms, logistics, chemicals (adhesives, and coatings, raw materials) and forest products</li>\n	<li>BA  <!--StartFragment-->Macquarie University, Sydney; MBA, U. New South Wales</li>\n</ul>\n<h3><span style=\"color: #800000;\">Daniel H. Draper (Rochester, New York) - Senior Consultant</span></h3>\n<ul>\n	<li>&gt;25 years marketing, strategic planning, engineering, and general management experience; extensive domestic and international</li>\n	<li>In both B-to-B and B-to-C businesses, a proven record of surfacing superior market- focused strategic alternatives</li>\n	<li>The DPV Group (and LPA) 1995 to present</li>\n	<li>Eastman Kodak Company 1967-95</li>\n	<li>BS Mechanical Engineering, Michigan Tech</li>\n</ul>\n<h3><span style=\"color: #800000;\">Hilary Kahn (Melbourne, Australia) - Retail Specialist</span></h3>\n<ul>\n	<li> A world-leading expert in integrated retail solutions; unconventional focus on developing winning retail resulting experiences to concretely improve business</li>\n	<li> Uses distinctive methodologies she created, including DFP (Driving Frontline Performance), Performance Triangle, and others, integrated with DPV framework and methodology</li>\n	<li> Creates physical presentation, and rigorously controlled, scripted staff-consumer interface</li>\n	<li> &gt;25 years experience in retail-related consulting, in part as leader of Frontline Strategies, retail consultancy based in Melbourne</li>\n	<li> BA, University of Witwatersrand, S. Africa</li>\n</ul>\n<h3><span style=\"color: #800000;\">Gates Moss (Cincinnati) - Packaging and Manufacturing Process Specialist</span></h3>\n<ul>\n	<li> &gt;30 years management experience in Packaging and Manufacturing, for Procter &amp; Gamble</li>\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>\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>\n	<li> B.S. Chemical Engineering, Michigan; MBA Harvard</li>\n</ul>\n<h3><span style=\"color: #800000;\">Steven J. Puls (Atlanta) - Business Analyst</span></h3>\n<ul>\n	<li>3 years in Customer Service for Residential Homebuilders  </li>\n	<li>7 years management experience in mass-merchant store and industrial building supplies</li>\n	<li>Analytic support for DPV projects in Paper, Consumer Electronics</li>\n	<li>Accounting and administrative management support for DPVG, 1994-present</li>\n	<li>BA, Political Science, UCLA</li>\n</ul>\n<h3><span style=\"color: #800000;\">Michael Griffiths (Saratoga Springs, NY) Business Analyst</span></h3>\n<ul>\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>\n	<li>Currently conducts business research, quantitative analysis, and Web design for <em>The </em><em>DPV Group</em></li>\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>\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>\n </ul>','Our People','','inherit','open','open','','243-revision','','','2008-11-08 23:09:39','2008-11-09 03:09:39','',243,'http://www.dpvgroup.com/2008/11/243-revision/',0,'revision','',0),(447,2,'2010-01-26 06:58:15','2010-01-26 14:58:15','<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> BA Mathematics, 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;\">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<strong>Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</strong>\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-3','','','2010-01-26 06:58:15','2010-01-26 14:58:15','',243,'http://www.dpvgroup.com/2010/01/243-revision-3/',0,'revision','',0),(448,2,'2010-01-26 07:02:02','2010-01-26 15:02:02','<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> BA Mathematics, 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;\">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><strong><span style=\"color: #800000;\">Sam Ross (Cincinnati) - Senior Consultant, Packaging Specialist</span></strong></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-4','','','2010-01-26 07:02:02','2010-01-26 15:02:02','',243,'http://www.dpvgroup.com/2010/01/243-revision-4/',0,'revision','',0),(450,2,'2008-10-19 18:18:07','2008-10-19 22:18:07','<strong>Taking Action: The Value Delivery System</strong> - But the business must also design and determine, in great detail, exactly how these resulting experiences can and should be delivered – profitably. Managers therefore learn to design/redesign their business model, now conceived as a system to profitably deliver (both to Provide and to Communicate) a specific Value Proposition. This is managing a business as a Value Delivery System, rather than an internally-driven and customer-compelled system to make and sell products/services.\n\n<hr />\n<h3>Video:The Value Delivery System</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/fR4S4ozvqxc&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/fR4S4ozvqxc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0;\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\n<hr />\n<h3>BUT <em>CHOOSING</em> A VP IS NOT ENOUGH - A BUSINESS MUST DECIDE HOW TO <em>DELIVER</em> EACH RESULTING EXPERIENCE</h3>\n<img src=\"http://www.dpvgroup.com/images/DPV_action_1.gif\" alt=\"\" width=\"453\" height=\"75\" />\n<table class=\"bodysmall\" style=\"border-collapse: collapse\" border=\"1\" cellspacing=\"0\" cellpadding=\"5\" width=\"700\" align=\"center\" bordercolor=\"#000000\">\n<tbody>\n<tr align=\"left\" valign=\"top\">\n<td width=\"231\">If entity does as we propose, they will get the following RE\'s:</td>\n<td width=\"229\"> </td>\n<td width=\"238\"> </td>\n</tr>\n<tr align=\"left\" valign=\"top\">\n<td width=\"231\">Resulting Experience #1</td>\n<td width=\"229\" valign=\"top\">\n<h5>How we will Provide</h5>\nRE#1\n\n-Product features...\n\n- Manuf\'g will...\n\n- Sales will... etc.</td>\n<td width=\"238\" valign=\"top\">\n<h5>How we will Communicate</h5>\nRE#1\n\n-Packaging will...\n\n-Advertising will...\n\n-Distributor will... etc</td>\n</tr>\n<tr align=\"left\" valign=\"top\">\n<td width=\"231\">Resulting Experience #2</td>\n<td width=\"264\">\n<h5>How we will Provide</h5>\nRE#2\n\n-Product features...\n\n-R&amp;D will...\n\n-Distributor will... etc</td>\n<td width=\"310\" valign=\"top\">\n<h5>How we will Communicate</h5>\nRE#2\n\n-Sales will...\n\n-Advertising will\n\n-Distributor\'s will... etc</td>\n</tr>\n</tbody></table>\n<h3>THE VALUE DELIVERY SYSTEM (VDS) HELPS INTEGRATE BUSINESS PLANS EXPLICITLY AROUND A WINNING VP</h3>\n<img style=\"display: inline;\" title=\"image\" src=\"/wp-content/uploads/image4.png\" alt=\"image\" />\n<table style=\"width: 704px; border-collapse: collapse; height: 286px;\" border=\"1\" cellspacing=\"0\" cellpadding=\"5\" width=\"704\" align=\"center\" bordercolor=\"#000000\">\n<tbody>\n<tr align=\"left\" valign=\"top\">\n<td class=\"bodysmall\" rowspan=\"3\">Analyze market-spaceIdentify, assess optionsChoose a complete VP</td>\n<td class=\"bodysmall\" colspan=\"2\">For each Resulting Experience in the VP</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"30%\">Actions to Provide it</td>\n<td class=\"bodysmall\" width=\"30%\">Actions to Communicate it</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" colspan=\"2\">Financial &amp; Human Resources required, plusCapability Gaps &amp; how to close them</td>\n</tr>\n<tr class=\"bodysmall\" align=\"left\" valign=\"top\">\n<td>Revenue from this VP</td>\n<td colspan=\"2\">Total Cost of Delivering this VP</td>\n</tr>\n<tr class=\"bodysmall\" align=\"left\" valign=\"top\">\n<td colspan=\"3\">\n<p align=\"center\"><strong>Total Profit impact of this VDS </strong></p>\n\n<strong></strong></td>\n</tr>\n</tbody></table>\n<h5>A VDS is <em>different</em> than listing Internally-Driven &amp; Customer-Compelled functional decisions, independent of any real Value Proposition</h5>','Take Action: Value Delivery System','','inherit','open','open','','173-revision','','','2008-10-19 18:18:07','2008-10-19 22:18:07','',173,'http://www.dpvgroup.com/2008/10/173-revision/',0,'revision','',0),(451,2,'2012-08-17 11:29:56','2012-08-17 19:29:56','<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>&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=\"760\" height=\"75\" /></a></p>\r\n</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-autosave','','','2012-08-17 11:29:56','2012-08-17 19:29:56','',149,'http://www.dpvgroup.com/2010/04/149-autosave/',0,'revision','',0),(509,2,'2012-08-17 11:23:17','2012-08-17 19:23:17','','VDS','','inherit','open','open','','vds-2','','','2012-08-17 11:23:17','2012-08-17 19:23:17','',149,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS1.png',0,'attachment','image/png',0),(452,2,'2008-10-11 23:22:21','2008-10-12 03:22:21','<table border=\"0\">\n<tbody>\n<tr>\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\" bordercolor=\"#993300\"><strong class=\"title\">\nPROFESSIONAL SERVICES OF <em>THE DPV GROUP, LLC</em></strong>\n\n<strong><span>\nTO HELP BUSINESSES DEVELOP BREAKTHROUGH PROFITABLE</span></strong>\n\n<strong></strong>\n\n<strong><span> GROWTH STRATEGIES &amp; ASSOCIATED CAPABILITIES</span></strong></td>\n</tr>\n<tr>\n<td><strong>\n<span>Explore current experience of entities across our relevant Chain...</span>\n</strong>\n\n<strong>\n</strong></td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/DPV_Concepts_1.jpg\" alt=\"\" /></td>\n</tr>\n<tr>\n<td>\n\n<span> <strong>...and formulate our winning value delivery strategy</strong>\n</span></td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/DPV_Concepts_1_1.gif\" alt=\"\" /></td>\n</tr>\n<tr>\n<td><em>The DPV Group (DPVG)</em> provides strategic consulting and executive education to help business organizations achieve,\nand institutionalize the capabilities needed for, breakthrough profitable growth. We focus on the concepts, frameworks,\nand methodology of <em>Delivering Profitable Value (DPV)</em>, helping clients learn and use this market-focused approach.\n\n<em>DPVG</em> professionals are highly experienced in line/general management and/or strategy consulting, including senior positions in world class\nfirms, most having graduate degrees. All are deeply committed to truly understanding our clients and then helping them use the\n<em>DPV</em> approach to become dramatically better at:\n<blockquote>\n<p align=\"left\"></p>\n\na) discovering strategically important insights into customers and markets;\n\nb) translating these insights into realistic, winning value-delivery strategies and business plans that can generate profitable breakthrough growth\n\nc) and then successfully implementing such plans, including building new capabilities and deploying the appropriate resources</blockquote>\n<p align=\"left\">And related to this commitment, our people genuinely care about the professional and business success of our clients and their organizations.</p>\n\nTo learn more about our ability to coach and guide organizations to use <em>DPV</em> in pursuit of breakthrough,\nprofitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\"><span style=\"text-decoration: underline;\">Growth-Strategy Consulting</span></a>. To learn more about\nour ability to present and teach the <em>DPV</em> concepts and methodology to managers in executive education seminars, see\n<a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\"><span style=\"text-decoration: underline;\">Growth-Strategy Executive Education</span></a>.</td>\n</tr>\n</tbody></table>','Services','','inherit','open','open','','149-revision','','','2008-10-11 23:22:21','2008-10-12 03:22:21','',149,'http://www.dpvgroup.com/2008/10/149-revision/',0,'revision','',0),(456,2,'2010-04-09 06:44:54','2010-04-09 14:44:54','<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<tr><em>The DPV Group (DPVG)</em> 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 <em>Delivering Profitable Value (DPV)</em>, helping clients learn and use this market-focused approach.\r\n\r\n<em>DPVG</em> 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 <em>DPV</em> approach to become dramatically better at:\r\n<p style=\"text-align: left; padding-left: 30px;\">a) discovering strategically important insights into customers and markets;</p>\r\n<p style=\"text-align: left; 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=\"text-align: left; 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 <em>DPV</em> in pursuit of breakthrough, profitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\"><span style=\"text-decoration: underline;\">Growth-Strategy Consulting</span></a>. To learn more about our ability to present and teach the <em>DPV</em> concepts and methodology to managers in executive education seminars, see <a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\"><span style=\"text-decoration: underline;\">Growth-Strategy Executive Education</span></a>.</tr>\r\n</tbody>\r\n</table>','Services','','inherit','open','open','','149-revision-5','','','2010-04-09 06:44:54','2010-04-09 14:44:54','',149,'http://www.dpvgroup.com/2010/04/149-revision-5/',0,'revision','',0),(453,2,'2010-04-09 06:35:55','2010-04-09 14:35:55','<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<tr>\r\n<td><em>The DPV Group (DPVG)</em> 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 <em>Delivering Profitable Value (DPV)</em>, helping clients learn and use this market-focused approach.\r\n\r\n<em>DPVG</em> 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 <em>DPV</em> approach to become dramatically better at:\r\n<blockquote>\r\n\r\na) discovering strategically important insights into customers and markets;\r\n\r\nb) translating these insights into realistic, winning value-delivery strategies and business plans that can generate profitable breakthrough growth\r\n\r\nc) and then successfully implementing such plans, including building new capabilities and deploying the appropriate resources</blockquote>\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 <em>DPV</em> in pursuit of breakthrough, profitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\"><span style=\"text-decoration: underline;\">Growth-Strategy Consulting</span></a>. To learn more about our ability to present and teach the <em>DPV</em> concepts and methodology to managers in executive education seminars, see <a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\"><span style=\"text-decoration: underline;\">Growth-Strategy Executive Education</span></a>.</td>\r\n</tr>\r\n</tbody>\r\n</table>','Services','','inherit','open','open','','149-revision-2','','','2010-04-09 06:35:55','2010-04-09 14:35:55','',149,'http://www.dpvgroup.com/2010/04/149-revision-2/',0,'revision','',0),(454,2,'2010-04-09 06:41:08','2010-04-09 14:41:08','<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<tr>\r\n<td><em>The DPV Group (DPVG)</em> 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 <em>Delivering Profitable Value (DPV)</em>, helping clients learn and use this market-focused approach.\r\n\r\n<em>DPVG</em> 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 <em>DPV</em> approach to become dramatically better at:\r\n<p style=\"text-align: left; padding-left: 30px;\">a) discovering strategically important insights into customers and markets;</p>\r\n<p style=\"text-align: left; 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=\"text-align: left; 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 <em>DPV</em> in pursuit of breakthrough, profitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\"><span style=\"text-decoration: underline;\">Growth-Strategy Consulting</span></a>. To learn more about our ability to present and teach the <em>DPV</em> concepts and methodology to managers in executive education seminars, see <a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\"><span style=\"text-decoration: underline;\">Growth-Strategy Executive Education</span></a>.</td>\r\n</tr>\r\n</tbody>\r\n</table>','Services','','inherit','open','open','','149-revision-3','','','2010-04-09 06:41:08','2010-04-09 14:41:08','',149,'http://www.dpvgroup.com/2010/04/149-revision-3/',0,'revision','',0),(455,2,'2010-04-09 06:42:55','2010-04-09 14:42:55','<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<tr>\r\n<td style=\"padding-left: 30px;\"><em>The DPV Group (DPVG)</em> 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 <em>Delivering Profitable Value (DPV)</em>, helping clients learn and use this market-focused approach.\r\n\r\n<em>DPVG</em> 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 <em>DPV</em> approach to become dramatically better at:\r\n<p style=\"text-align: left; padding-left: 30px;\">a) discovering strategically important insights into customers and markets;</p>\r\n<p style=\"text-align: left; 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=\"text-align: left; 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 <em>DPV</em> in pursuit of breakthrough, profitable growth, choose <a href=\"http://inscitia.com/dpv/services/consulting\"><span style=\"text-decoration: underline;\">Growth-Strategy Consulting</span></a>. To learn more about our ability to present and teach the <em>DPV</em> concepts and methodology to managers in executive education seminars, see <a href=\"http://inscitia.com/dpv/services/growth-strategy-executive-education\"><span style=\"text-decoration: underline;\">Growth-Strategy Executive Education</span></a>.</td>\r\n</tr>\r\n</tbody>\r\n</table>','Services','','inherit','open','open','','149-revision-4','','','2010-04-09 06:42:55','2010-04-09 14:42:55','',149,'http://www.dpvgroup.com/2010/04/149-revision-4/',0,'revision','',0),(457,2,'2010-04-09 06:34:10','2010-04-09 14:34:10','<strong>Taking Action: The Value Delivery System</strong> - But the business must also design and determine, in great detail, exactly how these resulting experiences can and should be delivered – profitably. Managers therefore learn to design/redesign their business model, now conceived as a system to profitably deliver (both to Provide and to Communicate) a specific Value Proposition. This is managing a business as a Value Delivery System, rather than an internally-driven and customer-compelled system to make and sell products/services.\r\n\r\n<hr />\r\n<h3>Video:The Value Delivery System</h3>\r\nExplore <a href=\"http://www.dpvgroup.com/concepts/videos\">more videos</a>.\r\n\r\n<object classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"560\" height=\"340\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"data\" value=\"http://www.youtube.com/v/fR4S4ozvqxc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0;\" /><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/fR4S4ozvqxc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0;\" /><param name=\"allowfullscreen\" value=\"true\" /><embed type=\"application/x-shockwave-flash\" width=\"560\" height=\"340\" src=\"http://www.youtube.com/v/fR4S4ozvqxc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0;\" allowscriptaccess=\"always\" allowfullscreen=\"true\" data=\"http://www.youtube.com/v/fR4S4ozvqxc&amp;hl=en&amp;fs=1&amp;rel=0&amp;hd=1&amp;showsearch=0;\"></embed></object>\r\n\r\n<hr />\r\n<h3>BUT <em>CHOOSING</em> A VP IS NOT ENOUGH - A BUSINESS MUST DECIDE HOW TO <em>DELIVER</em> EACH RESULTING EXPERIENCE</h3>\r\n<img src=\"http://www.dpvgroup.com/images/DPV_action_1.gif\" alt=\"\" width=\"453\" height=\"75\" />\r\n<table class=\"bodysmall\" style=\"border-collapse: collapse;\" border=\"1\" cellspacing=\"0\" cellpadding=\"5\" width=\"700\" align=\"center\" bordercolor=\"#000000\">\r\n<tbody>\r\n<tr align=\"left\" valign=\"top\">\r\n<td width=\"231\">If entity does as we propose, they will get the following RE\'s:</td>\r\n<td width=\"229\"></td>\r\n<td width=\"238\"></td>\r\n</tr>\r\n<tr align=\"left\" valign=\"top\">\r\n<td width=\"231\">Resulting Experience #1</td>\r\n<td width=\"229\" valign=\"top\">\r\n<h5>How we will Provide</h5>\r\nRE#1\r\n\r\n-Product features...\r\n\r\n- Manuf\'g will...\r\n\r\n- Sales will... etc.</td>\r\n<td width=\"238\" valign=\"top\">\r\n<h5>How we will Communicate</h5>\r\nRE#1\r\n\r\n-Packaging will...\r\n\r\n-Advertising will...\r\n\r\n-Distributor will... etc</td>\r\n</tr>\r\n<tr align=\"left\" valign=\"top\">\r\n<td width=\"231\">Resulting Experience #2</td>\r\n<td width=\"264\">\r\n<h5>How we will Provide</h5>\r\nRE#2\r\n\r\n-Product features...\r\n\r\n-R&amp;D will...\r\n\r\n-Distributor will... etc</td>\r\n<td width=\"310\" valign=\"top\">\r\n<h5>How we will Communicate</h5>\r\nRE#2\r\n\r\n-Sales will...\r\n\r\n-Advertising will\r\n\r\n-Distributor\'s will... etc</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h3>THE VALUE DELIVERY SYSTEM (VDS) HELPS INTEGRATE BUSINESS PLANS EXPLICITLY AROUND A WINNING VP</h3>\r\n<img style=\"display: inline;\" title=\"image\" src=\"/wp-content/uploads/image4.png\" alt=\"image\" />\r\n<table style=\"width: 704px; border-collapse: collapse; height: 286px;\" border=\"1\" cellspacing=\"0\" cellpadding=\"5\" width=\"704\" align=\"center\" bordercolor=\"#000000\">\r\n<tbody>\r\n<tr align=\"left\" valign=\"top\">\r\n<td class=\"bodysmall\" rowspan=\"3\">Analyze market-space\r\n\r\nIdentify, assess options\r\n\r\nChoose a complete VP</td>\r\n<td class=\"bodysmall\" style=\"text-align: center;\" colspan=\"2\">For each Resulting Experience in the VP:</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"30%\">Actions to Provide it</td>\r\n<td class=\"bodysmall\" width=\"30%\">Actions to Communicate it</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" colspan=\"2\">Financial &amp; Human Resources required, plus Capability Gaps &amp; how to close them</td>\r\n</tr>\r\n<tr class=\"bodysmall\" align=\"left\" valign=\"top\">\r\n<td>Revenue from this VP</td>\r\n<td colspan=\"2\">Total Cost of Delivering this VP</td>\r\n</tr>\r\n<tr class=\"bodysmall\" align=\"left\" valign=\"top\">\r\n<td colspan=\"3\"><strong>Total Profit impact of this VDS </strong>\r\n\r\n<strong></strong></td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<h5>A VDS is <em>different</em> than listing Internally-Driven &amp; Customer-Compelled functional decisions, independent of any real Value Proposition</h5>','Take Action: Value Delivery System','','inherit','open','open','','173-revision-2','','','2010-04-09 06:34:10','2010-04-09 14:34:10','',173,'http://www.dpvgroup.com/2010/04/173-revision-2/',0,'revision','',0),(458,2,'2012-08-25 15:50:43','2012-08-25 23:50:43','<h2>DPV Concepts For Developing Breakthrough Profitable Growth Strategies</h2>\n<h3>Explore current experiences of entities across our relevant Chain...</h3>\n<img style=\"border: 0pt none; display: inline;\" title=\"DPV Chain\" src=\"/wp-content/uploads/dpvchain1.png\" alt=\"DPV Chain\" border=\"0\" />\n<h3>...and formulate our winning value delivery strategy:</h3>\n<img style=\"border: 0pt none; display: inline;\" title=\"DPV Flow\" src=\"/wp-content/uploads/clip-image00441.png\" alt=\"DPV Flow\" border=\"0\" />\n\nThis section provides information about the concepts of <em>Delivering Profitable Value (DPV)</em>, which you may find useful, and which are central to the professional services of <em>The DPV Group</em>.\n\nFor a comprehensive discussion with many illustrative cases, see the definitive book on the Value Proposition and related <em>DPV</em> concepts, by Michael Lanning, <em>Delivering Profitable Value</em> (<a href=\"http://www.dpvgroup.com/concepts/dpv-the-book\"><strong><em>DPV</em></strong><strong>: The Book</strong></a>). A brief summary of the key concepts follows below, on this page; a more complete explanation is provided in the <a href=\"http://www.dpvgroup.com/concepts/overview\"><strong>Overview</strong></a>. And a text white paper is provided in the <a href=\"http://www.dpvgroup.com/concepts/white-paper-intro-to-dpv\"><strong>Introduction to <em>DPV</em></strong></a>.\n<h2>Key Principles of <em>DPV</em>:</h2>\n<ul>\n	<li>Identify the <em>real</em> end-users (the <em>‘primary entities’</em>) – these are the ultimate decision makers who potentially have the greatest influence on the growth and profit in our Chain</li>\n	<li>Discover the <em>resulting experiences</em> that these entities and others <em>would</em> most value vs. our competition’s; do so by creatively and analytically inferring from what customers <em>do</em> - not by asking them what they want</li>\n	<li>Choose the combination of these resulting experiences which the business could profitably deliver, and which would generate breakthrough growth</li>\n	<li>Creatively redesign and integrate all functions, processes, and resources, building capabilities as needed, to deliver those experiences</li>\n	<li>This is discovering and choosing a breakthrough Value Proposition, then designing &amp; building its profitable Value Delivery System.</li>\n	<li><em>DPV</em>contrasts to being either:\n<ul>\n	<li><em>Internally-Driven</em>: making &amp; selling what we think we’re good at*</li>\n	<li>Or, <em>Customer-Compelled</em>: requesting &amp; following detailed input from customers*</li>\n</ul>\n</li>\n</ul>','Concepts','','inherit','open','open','','148-autosave','','','2012-08-25 15:50:43','2012-08-25 23:50:43','',148,'http://www.dpvgroup.com/2010/04/148-autosave/',0,'revision','',0),(459,2,'2010-01-26 07:04:10','2010-01-26 15:04:10','<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>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> BA Mathematics, 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;\">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-5','','','2010-01-26 07:04:10','2010-01-26 15:04:10','',243,'http://www.dpvgroup.com/2010/01/243-revision-5/',0,'revision','',0),(460,2,'2011-06-19 14:22:35','2011-06-19 22:22:35','<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-6','','','2011-06-19 14:22:35','2011-06-19 22:22:35','',243,'http://www.dpvgroup.com/2011/06/243-revision-6/',0,'revision','',0),(461,2,'2011-06-19 14:25:06','2011-06-19 22:25:06','<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-7','','','2011-06-19 14:25:06','2011-06-19 22:25:06','',243,'http://www.dpvgroup.com/2011/06/243-revision-7/',0,'revision','',0),(462,2,'2011-06-19 14:28:07','2011-06-19 22:28:07','<h2><strong><span style=\"color: #800000;\">Michael J. Lanning (Atlanta) - Managing Director &amp; Chairman</span></strong></h2>\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<h2><span style=\"color: #800000;\">Frank P. Bifulco, Jr. (Boston) - Managing Partner</span></h2>\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-8','','','2011-06-19 14:28:07','2011-06-19 22:28:07','',243,'http://www.dpvgroup.com/2011/06/243-revision-8/',0,'revision','',0),(463,2,'2011-06-19 16:15:15','2011-06-20 00:15:15','<h2>The <em>DPV </em>Concepts:</h2>\n<h3>Professor Philip Kotler - <em>Professor of International  Marketing, </em><em>Kellogg Graduate School Of Management, Northwestern University</em>:</h3>\n<h4><span style=\"color: #000000;\">\"<em>Delivering Profitable Value</em> defines the corporate mindset that will distinguish the new millennium\'s winners from the losers.  Michael Lanning\'s book should be required reading….”</span></h4>\n<h3>Neil Rackham - <em>The \'Professor of Professional Selling,\' creator and author of Spin Selling, Rethinking the Sales Force</em>:</h3>\n<h4><span style=\"color: #000000;\">“Important business books are a rarity and this one is a gem. Lanning created arguably the most important concept in history of marketing  - the value proposition - and here 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].”</span></h4>\n<h2>Consulting by <em>The DPV Group:</em></h2>\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td align=\"center\" valign=\"top\"></td>\n<td align=\"justify\" valign=\"top\">\n<h2>Charles Darnell<em> - Vice-Chairman Lighting Science Grp, Former SVP Acuity Lighting</em></h2>\n<h3>\n	<li><span style=\"color: #000000;\">“Our experience with <em>DPVG</em> was super good…extremely successful leading us into the right Value Delivery Systems...</span></li>\n	<li><span style=\"color: #000000;\">\"<em>DPV</em> itself is a WOW! Concept…Invariably, discovery takes place…far better than normal interviews, sales calls, or dealing with complaints”</span></li>\n</h3>\n<h2>Brad Lich - <em>Vice President/GM, CASPI Division, Eastman Chemical Company </em></h2>\n<h3>\n	<li><span style=\"color: #000000;\">“…hired <em>DPVG </em>for several projects…very impressed with methodology &amp; people…most dedicated, driven consulting team we’ve worked with…coupled with intellect &amp; diverse experience was a true asset.…</span></li>\n	<li><span style=\"color: #000000;\">\"In one project, after Day in the Life interviews across the chain, completely revised our segmentation and focused on [a new] solution…[thus] revamped a resin program… 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.”</span></li>\n</h3>\n<h2>James C. Tyrone - <em>SVP Appleton; former SVP, MeadWestvaco and NewPage</em></h2>\n<h3>\n	<li><span style=\"color: #000000;\">“<em>DPVG</em> successfully challenged us to think outside the box …Their <em>DPV </em>framework helped us engage our channel partners, in detail, on what we expect of them, and how that relates to the value to be provided to their customers, the final users of our product.</span></li>\n	<li><span style=\"color: #000000;\">“Their “Video One” approach - creating a virtual video of the customer interacting with our products and services - brought to life the benefits that our customers value, and the problems that they value avoiding. This technique made it easier for us to understand why customers ask for certain things. It also made it easier to see opportunities for us to add value that we had not recognized before.</span></li>\n	<li><span style=\"color: #000000;\">“The \'solutions\' we arrived at were practical and aspirational. I attribute that to the level of interaction of DPVG with our organization and with our customers, and to the depth and breadth of the practical experience that DPVG brought to the project.\"</span></li>\n</h3>\n<h2 class=\"bodysmall\">François T. Vleugels - <em>Former CEO Unipetrol, former Div Mgr, Eastman Chemical</em></h2>\n<h3>\n	<li><span style=\"border-collapse: separate;\"><span style=\"color: #000000;\">\"Our projects with <em>DPVG</em> explored for new strategic ideas, looking into our direct customers, their customers, end-users, complementors, distributors, retailers, and others. We used <em>DPVG</em>’s very insightful method of \'becoming the customer’ in visiting and studying players in the chain, then helped us convert this exploration into a comprehensive strategic plan, using their ‘Value Delivery’ framework.</span></span></li>\n	<li><span style=\"border-collapse: separate;\"><span style=\"color: #000000;\">\"Supporting all the above, they use very senior people with many years experience growing businesses and helping clients.\n</span></span></li>\n	<li><span style=\"border-collapse: separate;\"><span style=\"color: #000000;\">\"Many people talk about developing “integrated strategies” that encompass “the whole value chain,” but often don’t really understand what that means, and don\'t deliver. This work actually produced such a strategy, and I feel it is the finest strategy work I have seen in my whole career...”</span></span></li>\n</h3>\n</td>\n</tr>\n<tr>\n<td width=\"7\" align=\"center\" valign=\"top\"></td>\n<td align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\"></p>\n</td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"></td>\n<td align=\"justify\" valign=\"top\"></td>\n</tr>\n</tbody>\n</table>\n<p style=\"text-align: -webkit-center;\"><span style=\"line-height: normal;\">\n</span></p>','What People Say','','inherit','open','open','','195-autosave','','','2011-06-19 16:15:15','2011-06-20 00:15:15','',195,'http://www.dpvgroup.com/2011/06/195-autosave/',0,'revision','',0),(468,2,'2011-06-19 16:05:38','2011-06-20 00:05:38','<h2>The <em>DPV </em>Concepts:</h2>\r\n<h3>Professor Philip Kotler - <em>Professor of International  Marketing, </em><em>Kellogg Graduate School Of Management, Northwestern University</em>:</h3>\r\n<h4><span style=\"color: #000000;\">\"<em>Delivering Profitable Value</em> defines the corporate mindset that will distinguish the new millennium\'s winners from the losers.  Michael Lanning\'s book should be required reading….”</span></h4>\r\n<h3>Neil Rackham - <em>The \'Professor of Professional Selling,\' creator and author of Spin Selling, Rethinking the Sales Force</em>:</h3>\r\n<h4><span style=\"color: #000000;\">“Important business books are a rarity and this one is a gem. Lanning created arguably the most important concept in history of marketing  - the value proposition - and here 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].”</span></h4>\r\n<h2>Consulting by <em>The DPV Group:</em></h2>\r\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<h2>Charles Darnell<em> - Vice-Chairman Lighting Science Grp, Former SVP Acuity Lighting</em></h2>\r\n<ul>\r\n	<li>“Our experience with <em>DPVG</em> was super good…extremely successful leading us into the right Value Delivery Systems...</li>\r\n	<li>\"<em>DPV</em> itself is a WOW! Concept…Invariably, discovery takes place…far better than normal interviews, sales calls, or dealing with complaints”</li>\r\n</ul>\r\n<h2>Brad Lich - <em>Vice President/GM, CASPI Division, Eastman Chemical Company </em></h2>\r\n<ul>\r\n	<li>“…hired <em>DPVG </em>for several projects…very impressed with methodology &amp; people…most dedicated, driven consulting team we’ve worked with…coupled with intellect &amp; diverse experience was a true asset.…</li>\r\n	<li>\"In one project, after Day in the Life interviews across the chain, completely revised our segmentation and focused on [a new] solution…[thus] revamped a resin program… 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.”</li>\r\n</ul>\r\n<h2>James C. Tyrone - <em>SVP Appleton; former SVP, MeadWestvaco and NewPage</em></h2>\r\n<ul>\r\n	<li>“<em>DPVG</em> successfully challenged us to think outside the box …Their <em>DPV </em>framework helped us engage our channel partners, in detail, on what we expect of them, and how that relates to the value to be provided to their customers, the final users of our product.</li>\r\n	<li>“Their “Video One” approach - creating a virtual video of the customer interacting with our products and services - brought to life the benefits that our customers value, and the problems that they value avoiding. This technique made it easier for us to understand why customers ask for certain things. It also made it easier to see opportunities for us to add value that we had not recognized before.</li>\r\n	<li>“The \'solutions\' we arrived at were practical and aspirational. I attribute that to the level of interaction of DPVG with our organization and with our customers, and to the depth and breadth of the practical experience that DPVG brought to the project.\"</li>\r\n</ul>\r\n<h2 class=\"bodysmall\">François T. Vleugels - <em>Former CEO Unipetrol, former Div Mgr, Eastman Chemical</em></h2>\r\n<ul>\r\n	<li><span style=\"border-collapse: separate;\">\"The <em>DPV</em> projects creatively explored for new strategic ideas, looking into our direct customers, their customers, end-users, complementors, distributors, retailers, service providers, and others. We used DPVG’s very insightful method of becoming the customer’ in visiting and studying these players in the chain. DPVG also helped us convert this creative exploration into a comprehensive strategic plan, using their ‘Value Proposition/Value Delivery System’ framework. </span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"They also showed a great ability to help us quantitatively model the economics of our strategies, current and new. And, DPVG was very prepared and willing to roll up their sleeves and help us implement. </span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"Supporting all the above, they use very senior people with many years experience growing businesses and helping clients\r\n</span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"Many people talk about developing “integrated strategies” that encompass “the whole value chain,” but often don’t really understand what that means, and don\'t deliver. This work actually produced such a strategy, and I feel it is the finest strategy work I have seen in my whole career...”</span></li>\r\n</ul>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td width=\"7\" align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\"></p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\"></td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<p style=\"text-align: -webkit-center;\"><span style=\"line-height: normal;\">\r\n</span></p>','What People Say','','inherit','open','open','','195-revision-5','','','2011-06-19 16:05:38','2011-06-20 00:05:38','',195,'http://www.dpvgroup.com/2011/06/195-revision-5/',0,'revision','',0),(465,2,'2011-06-19 14:45:06','2011-06-19 22:45:06','<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<h2 class=\"bodysmall\">François T. Vleugels, VP &amp; CAO Europe, Resolution Performance Prods, &amp; former VP &amp; GM CASPI Div., Eastman Chemical</h2>\r\n<div id=\"PK\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\r\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“Starting in late 2001, we conducted several projects to                        experiment with the <em>DPV</em> tools for business strategy. We wanted to                          learn if this approach could help us achieve our goal                          of profitably developing innovative, differentiated customer                          solutions. While I had high expectations, I have to still                          say that we got more than I had even hoped.”</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“These projects creatively explored for new strategic                        ideas, looking into our direct customers, their customers,                        end-users, complementors, distributors, retailers, service providers,                          and others. We used <em>DPVG’s</em> very insightful method of becoming                          the customer’ in visiting and studying these players in                          the chain. <em>DPVG</em> also helped us convert this creative exploration                          into a comprehensive strategic plan, using their ‘Value                          Proposition/Value Delivery System’ framework. They also                          showed a great ability to help us quantitatively model                          the economics of our strategies, current and new. And,                          unlike some consulting firms, <em>DPVG</em> was very prepared and                          willing to roll up their sleeves and help us implement.                          Supporting all the above, they use very senior people                          with many years experience growing businesses and helping                          clients apply <em>DPV</em>.”</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“In the most important ‘experiment,’ <em>DPVG</em> helped us fundamentally                          and systematically analyze the relevant market-space,                          then identify and evaluate a major new insight. Again                          very systematically, they then helped design an innovative,                          practical way to turn this insight into actionable opportunity.                          We were extremely pleased with this work, the kind of                          ‘out-of-the-box’ thinking we always want but rarely get.”</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“Moreover, in an unusual feature for an ambitiously                          innovative new strategy, the fall-back positions are                          also well thought-out, and would still leave us much                          stronger than today. In the worst case scenario, Eastman                          would benefit greatly from the capabilities and relevant                          market knowledge we will gain.”</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“Many people talk about developing “integrated strategies”                        that encompass “the whole value chain,” but often don’t                        really understand what those words mean, and almost never                        deliver. This work actually produced such a strategy, and                        I feel it is the finest strategy work I have seen in my                        whole career at Eastman Chemical.”</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n</div></td>\r\n</tr>\r\n<tr>\r\n<td width=\"7\" align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\"></p>\r\n\r\n<h2>James                    C. Tyrone - <em>Senior VP, Sales &amp; Marketing, MeadWestvaco Paper                    Group</em></h2>\r\n<p class=\"bodysmall\"></p>\r\n\r\n<div id=\"JT\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\r\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“We                          worked with <em>DPVG</em>, using their approach, in 1999-2000 to                          develop specific Value Propositions for various segments                          of our customer base. The techniques employed by <em>DPVG</em> were helpful in defining, specifically, the value to be                          delivered to each of three sets of entities in our value                          chain. It gave us the framework for engaging our channel                          partners, in detail, on what we expect of them, and how                          that relates to the value to be provided to <em>their</em> customers,                          the final users of our product.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“Their                          “Video 1” approach - creating a virtual video of the customer                          interacting with our products and services - brought to                          life the benefits that our customers value, and the problems                          that they value avoiding. This technique made it easier                          for us to understand why customers ask for certain things.                          It also made it easier to see opportunities for us to                          add value that we had not recognized before.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\">“<em>DPVG</em> successfully challenged us “to                            think outside the box” for our solutions, while making                            sure that we were biting off only as much as we could                            chew with our available resources. The “solution” we                            arrived at was practical and aspirational. I attribute                            that to the level of interaction of <em>DPVG</em> with our organization                            and with our customers, and to the depth and breadth                            of the practical experience that <em>DPVG</em> brought to the                            project.</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n</div></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<h2 class=\"bodysmall\">Stephen A. Furbacher, chief executive officer &amp; president                          of Dynegy Midstream Services, Limited Partnership <em>former                          GM Chevron Natural Gas Business Unit</em></h2>\r\n<div id=\"SF\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\r\n<p class=\"bodysmall\"></p>\r\n\r\n<div>\r\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">“As                          GM, Chevron’s Natural Gas Business Unit (NGBU) in the                          1990’s, I brought this team and the <em>DPV</em> concepts in to                          help us rethink strategy and develop the market-focused                          capabilities needed to improve results in a commoditized                          business. Along with our Total Quality program, we used                          the <em>DPV</em> concepts to genuinely transform the NGBU culture...</td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">“In                          customer satisfaction we went from bottom quartile in                          our industry to <em>number two</em> out of 40 ranked companies.</td>\r\n</tr>\r\n<tr valign=\"top\">\r\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\r\n<td class=\"bodysmall\" height=\"1\" align=\"justify\">“In bottom-line performance we increased                            margins some 40 percent, worth over $15MM annually.”</td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n</div>\r\n</div></td>\r\n</tr>\r\n</tbody>\r\n</table>','What People Say','','inherit','open','open','','195-revision-2','','','2011-06-19 14:45:06','2011-06-19 22:45:06','',195,'http://www.dpvgroup.com/2011/06/195-revision-2/',0,'revision','',0),(464,2,'2008-10-19 18:22:02','2008-10-19 22:22:02','<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td align=\"center\" valign=\"top\"></td>\n<td align=\"justify\" valign=\"top\">\n<h2 class=\"bodysmall\">François T. Vleugels, VP &amp; CAO Europe, Resolution Performance Prods, &amp; former VP &amp; GM CASPI Div., Eastman Chemical</h2>\n<div id=\"PK\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"center\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“Starting in late 2001, we conducted several projects to                        experiment with the <em>DPV</em> tools for business strategy. We wanted to                          learn if this approach could help us achieve our goal                          of profitably developing innovative, differentiated customer                          solutions. While I had high expectations, I have to still                          say that we got more than I had even hoped.”</p>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“These projects creatively explored for new strategic                        ideas, looking into our direct customers, their customers,                        end-users, complementors, distributors, retailers, service providers,                          and others. We used <em>DPVG’s</em> very insightful method of becoming                          the customer’ in visiting and studying these players in                          the chain. <em>DPVG</em> also helped us convert this creative exploration                          into a comprehensive strategic plan, using their ‘Value                          Proposition/Value Delivery System’ framework. They also                          showed a great ability to help us quantitatively model                          the economics of our strategies, current and new. And,                          unlike some consulting firms, <em>DPVG</em> was very prepared and                          willing to roll up their sleeves and help us implement.                          Supporting all the above, they use very senior people                          with many years experience growing businesses and helping                          clients apply <em>DPV</em>.”</p>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“In the most important ‘experiment,’ <em>DPVG</em> helped us fundamentally                          and systematically analyze the relevant market-space,                          then identify and evaluate a major new insight. Again                          very systematically, they then helped design an innovative,                          practical way to turn this insight into actionable opportunity.                          We were extremely pleased with this work, the kind of                          ‘out-of-the-box’ thinking we always want but rarely get.”</p>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“Moreover, in an unusual feature for an ambitiously                          innovative new strategy, the fall-back positions are                          also well thought-out, and would still leave us much                          stronger than today. In the worst case scenario, Eastman                          would benefit greatly from the capabilities and relevant                          market knowledge we will gain.”</p>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“Many people talk about developing “integrated strategies”                        that encompass “the whole value chain,” but often don’t                        really understand what those words mean, and almost never                        deliver. This work actually produced such a strategy, and                        I feel it is the finest strategy work I have seen in my                        whole career at Eastman Chemical.”</p>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td width=\"7\" align=\"center\" valign=\"top\"></td>\n<td align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"left\"></p>\n\n<h2>James                    C. Tyrone - <em>Senior VP, Sales &amp; Marketing, MeadWestvaco Paper                    Group</em></h2>\n<p class=\"bodysmall\" align=\"left\"></p>\n\n<div id=\"JT\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\">\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“We                          worked with <em>DPVG</em>, using their approach, in 1999-2000 to                          develop specific Value Propositions for various segments                          of our customer base. The techniques employed by <em>DPVG</em> were helpful in defining, specifically, the value to be                          delivered to each of three sets of entities in our value                          chain. It gave us the framework for engaging our channel                          partners, in detail, on what we expect of them, and how                          that relates to the value to be provided to <em>their</em> customers,                          the final users of our product.</p>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“Their                          “Video 1” approach - creating a virtual video of the customer                          interacting with our products and services - brought to                          life the benefits that our customers value, and the problems                          that they value avoiding. This technique made it easier                          for us to understand why customers ask for certain things.                          It also made it easier to see opportunities for us to                          add value that we had not recognized before.</p>\n</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">\n<p class=\"bodysmall\" align=\"justify\">“<em>DPVG</em> successfully challenged us “to                            think outside the box” for our solutions, while making                            sure that we were biting off only as much as we could                            chew with our available resources. The “solution” we                            arrived at was practical and aspirational. I attribute                            that to the level of interaction of <em>DPVG</em> with our organization                            and with our customers, and to the depth and breadth                            of the practical experience that <em>DPVG</em> brought to the                            project.</p>\n</td>\n</tr>\n</tbody></table>\n</div></td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"></td>\n<td align=\"justify\" valign=\"top\">\n<h2 class=\"bodysmall\">Stephen A. Furbacher, chief executive officer &amp; president                          of Dynegy Midstream Services, Limited Partnership <em>former                          GM Chevron Natural Gas Business Unit</em></h2>\n<div id=\"SF\" style=\"background-color: #f1f2e9; margin-left: 0px;\">\n<p class=\"bodysmall\" align=\"justify\"></p>\n\n<div>\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">“As                          GM, Chevron’s Natural Gas Business Unit (NGBU) in the                          1990’s, I brought this team and the <em>DPV</em> concepts in to                          help us rethink strategy and develop the market-focused                          capabilities needed to improve results in a commoditized                          business. Along with our Total Quality program, we used                          the <em>DPV</em> concepts to genuinely transform the NGBU culture...</td>\n</tr>\n<tr>\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" align=\"justify\" valign=\"top\">“In                          customer satisfaction we went from bottom quartile in                          our industry to <em>number two</em> out of 40 ranked companies.</td>\n</tr>\n<tr valign=\"top\">\n<td class=\"bodysmall\" width=\"0\" align=\"center\" valign=\"top\"><img src=\"http://www.dpvgroup.com/images/links_0.gif\" alt=\"\" width=\"12\" height=\"14\" /></td>\n<td class=\"bodysmall\" height=\"1\" align=\"justify\">\n<p align=\"justify\">“In bottom-line performance we increased                            margins some 40 percent, worth over $15MM annually.”</p>\n</td>\n</tr>\n</tbody></table>\n</div>\n</div></td>\n</tr>\n</tbody></table>','What People Say','','inherit','open','open','','195-revision','','','2008-10-19 18:22:02','2008-10-19 22:22:02','',195,'http://www.dpvgroup.com/2008/10/195-revision/',0,'revision','',0),(467,2,'2011-06-19 16:04:21','2011-06-20 00:04:21','<h2>The <em>DPV </em>Concepts:</h2>\r\n<h3>Professor Philip Kotler - <em>Professor of International  Marketing, </em><em>Kellogg Graduate School Of Management, Northwestern University</em>:</h3>\r\n<h3><span style=\"color: #000000;\">\"<em>Delivering Profitable Value</em> defines the corporate mindset that will distinguish the new millennium\'s winners from the losers.  Michael Lanning\'s book should be required reading….”</span></h3>\r\n<h3>Neil Rackham - <em>The \'Professor of Professional Selling,\' creator and author of Spin Selling, Rethinking the Sales Force</em>:  “Important business books are a rarity and this one is a gem. Lanning created arguably the most important concept in history of marketing  - the value proposition - and here 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].”</h3>\r\n<h2>Consulting by <em>The DPV Group:</em></h2>\r\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<h2>Charles Darnell<em> - Vice-Chairman Lighting Science Grp, Former SVP Acuity Lighting</em></h2>\r\n<ul>\r\n	<li>“Our experience with <em>DPVG</em> was super good…extremely successful leading us into the right Value Delivery Systems...</li>\r\n	<li>\"<em>DPV</em> itself is a WOW! Concept…Invariably, discovery takes place…far better than normal interviews, sales calls, or dealing with complaints”</li>\r\n</ul>\r\n<h2>Brad Lich - <em>Vice President/GM, CASPI Division, Eastman Chemical Company </em></h2>\r\n<ul>\r\n	<li>“…hired <em>DPVG </em>for several projects…very impressed with methodology &amp; people…most dedicated, driven consulting team we’ve worked with…coupled with intellect &amp; diverse experience was a true asset.…</li>\r\n	<li>\"In one project, after Day in the Life interviews across the chain, completely revised our segmentation and focused on [a new] solution…[thus] revamped a resin program… 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.”</li>\r\n</ul>\r\n<h2>James C. Tyrone - <em>SVP Appleton; former SVP, MeadWestvaco and NewPage</em></h2>\r\n<ul>\r\n	<li>“<em>DPVG</em> successfully challenged us to think outside the box …Their <em>DPV </em>framework helped us engage our channel partners, in detail, on what we expect of them, and how that relates to the value to be provided to their customers, the final users of our product.</li>\r\n	<li>“Their “Video One” approach - creating a virtual video of the customer interacting with our products and services - brought to life the benefits that our customers value, and the problems that they value avoiding. This technique made it easier for us to understand why customers ask for certain things. It also made it easier to see opportunities for us to add value that we had not recognized before.</li>\r\n	<li>“The \'solutions\' we arrived at were practical and aspirational. I attribute that to the level of interaction of DPVG with our organization and with our customers, and to the depth and breadth of the practical experience that DPVG brought to the project.\"</li>\r\n</ul>\r\n<h2 class=\"bodysmall\">François T. Vleugels - <em>Former CEO Unipetrol, former Div Mgr, Eastman Chemical</em></h2>\r\n<ul>\r\n	<li><span style=\"border-collapse: separate;\">\"The <em>DPV</em> projects creatively explored for new strategic ideas, looking into our direct customers, their customers, end-users, complementors, distributors, retailers, service providers, and others. We used DPVG’s very insightful method of becoming the customer’ in visiting and studying these players in the chain. DPVG also helped us convert this creative exploration into a comprehensive strategic plan, using their ‘Value Proposition/Value Delivery System’ framework. </span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"They also showed a great ability to help us quantitatively model the economics of our strategies, current and new. And, DPVG was very prepared and willing to roll up their sleeves and help us implement. </span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"Supporting all the above, they use very senior people with many years experience growing businesses and helping clients\r\n</span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"Many people talk about developing “integrated strategies” that encompass “the whole value chain,” but often don’t really understand what that means, and don\'t deliver. This work actually produced such a strategy, and I feel it is the finest strategy work I have seen in my whole career...”</span></li>\r\n</ul>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td width=\"7\" align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\"></p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\"></td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<p style=\"text-align: -webkit-center;\"><span style=\"line-height: normal;\">\r\n</span></p>','What People Say','','inherit','open','open','','195-revision-4','','','2011-06-19 16:04:21','2011-06-20 00:04:21','',195,'http://www.dpvgroup.com/2011/06/195-revision-4/',0,'revision','',0),(469,2,'2011-06-19 16:12:24','2011-06-20 00:12:24','<h2>The <em>DPV </em>Concepts:</h2>\r\n<h3>Professor Philip Kotler - <em>Professor of International  Marketing, </em><em>Kellogg Graduate School Of Management, Northwestern University</em>:</h3>\r\n<h4><span style=\"color: #000000;\">\"<em>Delivering Profitable Value</em> defines the corporate mindset that will distinguish the new millennium\'s winners from the losers.  Michael Lanning\'s book should be required reading….”</span></h4>\r\n<h3>Neil Rackham - <em>The \'Professor of Professional Selling,\' creator and author of Spin Selling, Rethinking the Sales Force</em>:</h3>\r\n<h4><span style=\"color: #000000;\">“Important business books are a rarity and this one is a gem. Lanning created arguably the most important concept in history of marketing  - the value proposition - and here 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].”</span></h4>\r\n<h2>Consulting by <em>The DPV Group:</em></h2>\r\n<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"5\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\r\n<tbody>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<h2>Charles Darnell<em> - Vice-Chairman Lighting Science Grp, Former SVP Acuity Lighting</em></h2>\r\n<h3>\r\n	<li>“Our experience with <em>DPVG</em> was super good…extremely successful leading us into the right Value Delivery Systems...</li>\r\n	<li>\"<em>DPV</em> itself is a WOW! Concept…Invariably, discovery takes place…far better than normal interviews, sales calls, or dealing with complaints”</li>\r\n</h3>\r\n<h2>Brad Lich - <em>Vice President/GM, CASPI Division, Eastman Chemical Company </em></h2>\r\n<h3>\r\n	<li>“…hired <em>DPVG </em>for several projects…very impressed with methodology &amp; people…most dedicated, driven consulting team we’ve worked with…coupled with intellect &amp; diverse experience was a true asset.…</li>\r\n	<li>\"In one project, after Day in the Life interviews across the chain, completely revised our segmentation and focused on [a new] solution…[thus] revamped a resin program… 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.”</li>\r\n</h3>\r\n<h2>James C. Tyrone - <em>SVP Appleton; former SVP, MeadWestvaco and NewPage</em></h2>\r\n<h3>\r\n	<li>“<em>DPVG</em> successfully challenged us to think outside the box …Their <em>DPV </em>framework helped us engage our channel partners, in detail, on what we expect of them, and how that relates to the value to be provided to their customers, the final users of our product.</li>\r\n	<li>“Their “Video One” approach - creating a virtual video of the customer interacting with our products and services - brought to life the benefits that our customers value, and the problems that they value avoiding. This technique made it easier for us to understand why customers ask for certain things. It also made it easier to see opportunities for us to add value that we had not recognized before.</li>\r\n	<li>“The \'solutions\' we arrived at were practical and aspirational. I attribute that to the level of interaction of DPVG with our organization and with our customers, and to the depth and breadth of the practical experience that DPVG brought to the project.\"</li>\r\n</h3>\r\n<h2 class=\"bodysmall\">François T. Vleugels - <em>Former CEO Unipetrol, former Div Mgr, Eastman Chemical</em></h2>\r\n<h3>\r\n	<li><span style=\"border-collapse: separate;\">\"Our projects with <em>DPVG</em> explored for new strategic ideas, looking into our direct customers, their customers, end-users, complementors, distributors, retailers, and others. We used <em>DPVG</em>’s very insightful method of \'becoming the customer’ in visiting and studying players in the chain, then helped us convert this exploration into a comprehensive strategic plan, using their ‘Value Delivery’ framework.</span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"Supporting all the above, they use very senior people with many years experience growing businesses and helping clients.\r\n</span></li>\r\n	<li><span style=\"border-collapse: separate;\">\"Many people talk about developing “integrated strategies” that encompass “the whole value chain,” but often don’t really understand what that means, and don\'t deliver. This work actually produced such a strategy, and I feel it is the finest strategy work I have seen in my whole career...”</span></li>\r\n</h3>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td width=\"7\" align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\">\r\n<p class=\"bodysmall\"></p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n<td align=\"justify\" valign=\"top\"></td>\r\n</tr>\r\n</tbody>\r\n</table>\r\n<p style=\"text-align: -webkit-center;\"><span style=\"line-height: normal;\">\r\n</span></p>','What People Say','','inherit','open','open','','195-revision-6','','','2011-06-19 16:12:24','2011-06-20 00:12:24','',195,'http://www.dpvgroup.com/2011/06/195-revision-6/',0,'revision','',0),(470,2,'2012-04-25 14:06:25','2012-04-25 22:06:25','<table style=\"border-collapse: collapse;\" width=\"95%\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" align=\"center\">\n<tbody>\n<tr>\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\"><strong class=\"title\">BREAKTHROUGH-GROWTH STRATEGY</strong><strong class=\"title\">EXECUTIVE EDUCATION</strong></td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\" height=\"2\">\n<h3>Explore current experiences of entities across our relevant Chain ...</h3>\n<img class=\"aligncenter  wp-image-474\" title=\"Chain\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain-1024x131.png\" alt=\"\" width=\"580\" height=\"75\" /></td>\n</tr>\n<tr>\n<td align=\"center\"></td>\n</tr>\n<tr>\n<td class=\"bodybold\" align=\"center\" valign=\"top\">\n<h3>...and formulate our winning value delivery strategy</h3>\n&nbsp;\n\n<img class=\"aligncenter  wp-image-479\" title=\"VDS\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS-1024x100.png\" alt=\"\" width=\"563\" height=\"55\" /></td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"></td>\n</tr>\n</tbody>\n</table>','DPVG Executive Education','','inherit','open','open','','197-autosave','','','2012-04-25 14:06:25','2012-04-25 22:06:25','',197,'http://www.dpvgroup.com/2012/04/197-autosave/',0,'revision','',0),(645,1,'2012-09-10 05:19:14','2012-09-10 13:19:14','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	<li><a href=\"http://www.dpvgroup.com/assets/DPV-WhyTheyShouldBuy.pdf\">Why Should They Buy? [PDF]</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: 0px;\" 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<tr>\n<td> <a href=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/WhyShouldTheyBuy.png\"><img class=\"alignright size-full wp-image-646\" title=\"WhyShouldTheyBuy\" src=\"http://www.dpvgroup.com/wp-content/uploads/2009/11/WhyShouldTheyBuy.png\" alt=\"\" width=\"251\" height=\"634\" /></a></td>\n<td></td>\n<td></td>\n</tr>\n</tbody>\n</table>','Articles','','inherit','open','open','','409-autosave','','','2012-09-10 05:19:14','2012-09-10 13:19:14','',409,'http://www.dpvgroup.com/2012/09/409-autosave/',0,'revision','',0),(473,1,'2012-04-25 13:26:46','2012-04-25 21:26:46','<h1>CONCEPTS OVERVIEW</h1>\n<h2>Overview Of The <em>DPV</em> Concepts For Developing Breakthrough Profitable Growth Strategies</h2>\nIn this section, the <em>DPV</em> concepts are discussed, starting with <a href=\"http://www.dpvgroup.com/concepts/overview/market-focused-paradigm\">Adopt a Market Focused Paradigm</a> which contrasts <em>DPV</em> to the Internally-Driven and Customer-Compelled mindsets.\n\nThen the <em>DPV</em> methodology to discover strategic insights, by closely studying what customers actually <em>do</em>, is summarized (<a href=\"http://www.dpvgroup.com/concepts/overview/creatively-explore-the-market\">Creatively Explore the Market</a>).\n\nGreat insights need to be translated into possibly winning Value Propositions. But this phrase is frequently misused or used trivially. A rigorous definition of a real and complete Value Proposition is therefore presented (<a href=\"http://www.dpvgroup.com/concepts/overview/choose-real-value-propositions\">Choose Real Value Propositions</a>).\n\nTo make a potentially winning Value Proposition actionable, a business must think through how to Provide and Communicate it – thus, how to design the appropriate Value Delivery System (VDS) (<a href=\"http://www.dpvgroup.com/concepts/overview/take-action-the-value-delivery-system\">Take Action – the Value Delivery System</a>).\n\nMany businesses compete in long and complex Chains, and it is frequently powerful, even transformational, to deeply understand – and even deliver superior value to – entities far down the Chain. So, <a href=\"http://www.dpvgroup.com/concepts/overview/deliver-value-across-the-whole-chain\">Deliver Value Across the Whole Chain</a>.\n\nFinally, this Section presents <a href=\"http://www.dpvgroup.com/concepts/overview/use-the-practical-dpv-process\">Use the Practical <em>DPV</em> Process</a> for realistically applying these concepts and tools for achieving breakthrough profitable growth.','Overview','','inherit','open','open','','162-autosave','','','2012-04-25 13:26:46','2012-04-25 21:26:46','',162,'http://www.dpvgroup.com/2012/04/162-autosave/',0,'revision','',0),(474,2,'2012-04-25 13:31:40','2012-04-25 21:31:40','','Chain','','inherit','open','open','','chain','','','2012-04-25 13:31:40','2012-04-25 21:31:40','',197,'http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain.png',0,'attachment','image/png',0),(475,1,'2012-04-25 13:35:50','2012-04-25 21:35:50','Welcome to WordPress. Thi<a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain.png\"><img class=\"aligncenter size-large wp-image-474\" title=\"Chain\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain-1024x131.png\" alt=\"\" width=\"1024\" height=\"131\" /></a>s is your first post. Edit or delete it, then start blogging!','Hello world!','','inherit','open','open','','1-autosave','','','2012-04-25 13:35:50','2012-04-25 21:35:50','',1,'http://www.dpvgroup.com/2012/04/1-autosave/',0,'revision','',0),(476,2,'2008-10-19 18:22:17','2008-10-20 02:22:17','<table style=\"border-collapse: collapse;\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"95%\" align=\"center\" bordercolor=\"#111111\">\n<tbody>\n<tr>\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\" bordercolor=\"#993300\"><span style=\"font-size: x-small; color: #000080;\"><strong></strong></span><strong class=\"title\">BREAKTHROUGH-GROWTH STRATEGY</strong>\n\n<strong class=\"title\">EXECUTIVE EDUCATION</strong></td>\n</tr>\n<tr>\n<td height=\"2\" align=\"center\" valign=\"top\">\n<h3>Explore current                      experiences of entities across our relevant Chain ...</h3>\n</td>\n</tr>\n<tr>\n<td align=\"center\"><img src=\"../../images/DPV_Concepts_1.jpg\" alt=\"\" width=\"486\" height=\"59\" /></td>\n</tr>\n<tr>\n<td class=\"bodybold\" align=\"center\" valign=\"top\">\n<h3>...and                      formulate our winning value delivery strategy</h3>\n</td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"><img src=\"../../images/DPV_Concepts_1_1.gif\" alt=\"\" width=\"453\" height=\"75\" /></td>\n</tr>\n</tbody></table>','DPVG Executive Education','','inherit','open','open','','197-revision','','','2008-10-19 18:22:17','2008-10-20 02:22:17','',197,'http://www.dpvgroup.com/2008/10/197-revision/',0,'revision','',0),(478,2,'2012-04-25 13:44:48','2012-04-25 21:44:48','<table style=\"border-collapse: collapse;\" width=\"95%\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" align=\"center\">\n<tbody>\n<tr>\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\"><strong class=\"title\">BREAKTHROUGH-GROWTH STRATEGY</strong><strong class=\"title\">EXECUTIVE EDUCATION</strong></td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\" height=\"2\">\n<h3>Explore current experiences of entities across our relevant Chain ...</h3>\n<img class=\"aligncenter  wp-image-474\" title=\"Chain\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain-1024x131.png\" alt=\"\" width=\"580\" height=\"75\" /></td>\n</tr>\n<tr>\n<td align=\"center\"></td>\n</tr>\n<tr>\n<td class=\"bodybold\" align=\"center\" valign=\"top\">\n<h3>...and formulate our winning value delivery strategy</h3>\n</td>\n</tr>\n<tr>\n<td align=\"center\" valign=\"top\"><img src=\"../../images/DPV_Concepts_1_1.gif\" alt=\"\" width=\"453\" height=\"75\" /></td>\n</tr>\n</tbody>\n</table>','DPVG Executive Education','','inherit','open','open','','197-revision-3','','','2012-04-25 13:44:48','2012-04-25 21:44:48','',197,'http://www.dpvgroup.com/2012/04/197-revision-3/',0,'revision','',0),(479,2,'2012-04-25 14:00:48','2012-04-25 22:00:48','','VDS','','inherit','open','open','','vds','','','2012-04-25 14:00:48','2012-04-25 22:00:48','',197,'http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS.png',0,'attachment','image/png',0),(477,1,'2012-04-25 13:35:57','2012-04-25 21:35:57','<table style=\"border-collapse: collapse;\" width=\"95%\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" align=\"center\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\"><strong class=\"title\"><a href=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain.png\"><img class=\"aligncenter  wp-image-474\" title=\"Chain\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain-1024x131.png\" alt=\"\" width=\"580\" height=\"75\" /></a>BREAKTHROUGH-GROWTH STRATEGY</strong><strong class=\"title\">EXECUTIVE EDUCATION</strong></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\" height=\"2\">\r\n<h3>Explore current experiences of entities across our relevant Chain ...</h3>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\"><img src=\"../../images/DPV_Concepts_1.jpg\" alt=\"\" width=\"486\" height=\"59\" /></td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodybold\" align=\"center\" valign=\"top\">\r\n<h3>...and formulate our winning value delivery strategy</h3>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"><img src=\"../../images/DPV_Concepts_1_1.gif\" alt=\"\" width=\"453\" height=\"75\" /></td>\r\n</tr>\r\n</tbody>\r\n</table>','DPVG Executive Education','','inherit','open','open','','197-revision-2','','','2012-04-25 13:35:57','2012-04-25 21:35:57','',197,'http://www.dpvgroup.com/2012/04/197-revision-2/',0,'revision','',0),(480,2,'2012-04-25 13:45:14','2012-04-25 21:45:14','<table style=\"border-collapse: collapse;\" width=\"95%\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" align=\"center\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\"><strong class=\"title\">BREAKTHROUGH-GROWTH STRATEGY</strong><strong class=\"title\">EXECUTIVE EDUCATION</strong></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\" height=\"2\">\r\n<h3>Explore current experiences of entities across our relevant Chain ...</h3>\r\n<img class=\"aligncenter  wp-image-474\" title=\"Chain\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain-1024x131.png\" alt=\"\" width=\"580\" height=\"75\" /></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\"></td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodybold\" align=\"center\" valign=\"top\">\r\n<h3>...and formulate our winning value delivery strategy</h3>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"><img src=\"../../images/DPV_Concepts_1_1.gif\" alt=\"\" width=\"453\" height=\"75\" /></td>\r\n</tr>\r\n</tbody>\r\n</table>','DPVG Executive Education','','inherit','open','open','','197-revision-4','','','2012-04-25 13:45:14','2012-04-25 21:45:14','',197,'http://www.dpvgroup.com/2012/04/197-revision-4/',0,'revision','',0),(481,2,'2012-04-25 14:03:07','2012-04-25 22:03:07','<table style=\"border-collapse: collapse;\" width=\"95%\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" align=\"center\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border-style: solid; border-width: 2px;\" align=\"center\" valign=\"top\"><strong class=\"title\">BREAKTHROUGH-GROWTH STRATEGY</strong><strong class=\"title\">EXECUTIVE EDUCATION</strong></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\" height=\"2\">\r\n<h3>Explore current experiences of entities across our relevant Chain ...</h3>\r\n<img class=\"aligncenter  wp-image-474\" title=\"Chain\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/Chain-1024x131.png\" alt=\"\" width=\"580\" height=\"75\" /></td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\"></td>\r\n</tr>\r\n<tr>\r\n<td class=\"bodybold\" align=\"center\" valign=\"top\">\r\n<h3>...and formulate our winning value delivery strategy<img class=\"aligncenter  wp-image-479\" title=\"VDS\" src=\"http://www.dpvgroup.com/wp-content/uploads/2008/10/VDS-1024x100.png\" alt=\"\" width=\"512\" height=\"50\" /></h3>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td align=\"center\" valign=\"top\"></td>\r\n</tr>\r\n</tbody>\r\n</table>','DPVG Executive Education','','inherit','open','open','','197-revision-5','','','2012-04-25 14:03:07','2012-04-25 22:03:07','',197,'http://www.dpvgroup.com/2012/04/197-revision-5/',0,'revision','',0),