The following list represents the Key Service Objectives (KSO) for the Appleton Greene Value Innovation service.
The purpose of this service objective is to help companies rethink marketing, and rethink customer. Marketing is one of the most misunderstood management disciplines; it is often equated with selling and advertising. Traditional marketing views customers as essentially a source of revenue and profits. As a result, companies tend to focus more on their products, services, and technologies, and are more inclined to conduct business on their own terms than make allowance for customer preferences. In today’s interconnected, digitally empowered, global world this company-dictating-to-customer attitude could have deleterious consequences on a company’s long term health. Today’s customers are more educated and increasingly unwilling to be passive recipients of what companies decide is best for them. They have a voice and want to be heard, they want to have a say in the types of products, services, and communications that are targeted at them. Consequently, there is a need to rethink marketing from being product-centric to customer-centric. The goal is not push products and services at customers but to serve them. Customers are not mere wallets who have to be won at the expense of competition but collaborators and co-creators of value. A number of case studies and examples will be provided from a variety of companies, industries, and countries to help illustrate how the leading exponents of marketing treat their customers as assets, and how they actively invest in listening, engaging, and responding to their customers.
The purpose of this service objective is to help companies understand the importance of seeing the world from an external, customer-centered lens, as opposed to an internal product/service-focused lens. Customer value and experiences are always designed for specific market segments and target markets, never for a general market, because one size doesn’t fit all. Consequently, value innovation must begin with a deep understanding of customer needs and behaviors. Companies need to step out of their own operating frames and step into the shoes of the customer. The crucial issue is not what products and services companies can offer, the crucial issue is how customers use the myriad of products and services offered to them to make their lives better, easier, and simpler. Consequently, value innovation focuses on how companies can make the lives of customers in selected segments and target markets better, easier, more convenient, and more satisfying. Concepts, methodologies, and frameworks that companies can use to step into the experiential world of the customer will be presented and explained so that participating executives can put aside their own biases and preconceived notions and focus instead on understanding the broader context of customers’ lives and/or business customers’ enterprises.
The purpose of this service objective is to help clients relate to the strategic management of customer value and customer experience as a structured business process. Compelling customer value and experiences do not happen by accident; they are intentional, the result of investments in time, money, effort, and people by companies to fulfill a wide variety of functional, economic, emotional, and aesthetic customer needs. In order to achieve this goal, and as with any business process, a structured, systematic framework is necessary. All companies have aspirations concerning how they would like customers to perceive them and their products and services. Customers in turn have experience and outcome expectations. The two, company aspirations and customer expectations, can often conflict. Consciously and systematically designing value enables companies to engage with customers in such a way that potential conflict is either avoided or minimized, and instead customer delight, satisfaction, and loyalty are maximized. Inputs from the rethinking marketing and customer insights service objectives will be used as inputs to help design targeted value and experiences that can meet, or exceed, customer expectations, and deliver on company objectives.
The purpose of this objective is to impress on clients that investment in ongoing innovation of customer experience is a non-negotiable business necessity for the future survival and well-being of the company. Today’s business world is often described as a VUCA world – volatile, uncertain, ambiguous, complex. In such a world, where the pace of change in markets, technologies, nature of competition, and customer needs and preferences has quickened dramatically, it is impossible for any company to take business success for granted. Being best at something today is no guarantee for future success; the only thing that #1 guarantees a company is a bigger target on its back. Given this scenario, the most prudent options is to invest in continuous innovation to constantly renovate, augment, and enhance customer experience, so that companies can not only keep pace with emerging competition and changing customer needs, but be one step ahead. Getting there early where customers and markets are headed is an enormous competitive advantage in today’s VUCA world. Concepts and strategies used by the world’s leading customer experience innovators will be presented and explained to inspire participating executives to embrace and adopt continuous innovation of customer experience in their own workplace.
As the old saying goes, the proof of the pudding is in the eating; companies can claim all day long that they are delivering best in class customer value and customer experience, but at the end of the day what customers believe and perceive they have received is what really matters. Consequently, the purpose of this objective is to acquaint clients with major vehicles of value and experience delivery, like platforms, brands, customer service, digital interfaces, apps, websites, and content, so that there is minimal loss between what value and experience companies want to deliver and what value and experience customers actually receive. Even delivery vehicles can be the object of value innovation as we see so readily in banking (digital wallets), healthcare (tele-medicine), and education (hybrid and online courses). There is also the need to establish perspective concerning the roles played by humans and technology in the delivery of customer value and experience. Despite the phenomenal increase in digital disruption and how technology is used to engage customers and drive business transactions, humans are not irrelevant in the value innovation equation, especially when it comes to delivering and executing. The issue is not of replacement – technology vs. humans, it is one of augmentation and coupling – how best to combine technology and human beings to deliver the optimum customer value and experience, either remotely or proximally, across all touch points and through all phases of the customer decision making journey. A variety of concepts and case studies from several companies, industrial sectors, and geographies will be used to illustrate leading edge thinking concerning how customers consume and use value in their daily lives, and how they engage with and experience companies and their offerings. Participating executives will also be exposed to contemporary methodologies like customer touchpoint analysis, customer journey mapping, service blueprinting, brand equity assessment, and four quadrant analysis to analyze how their companies are delivering value and how best to build on current strengths and fix/eliminate weaknesses.
Technology is all pervasive and omnipresent in today’s world, and is radically reshaping all aspects of work and life from everyday essentialities of cooking, cleaning, transportation, and security to discretionary needs, such as healthcare, education, and entertainment. In the business world, technology is the backbone of the operations of virtually every business, and is also helping shape business strategy, and transforming business, revenue, and growth models. There was a time when technology was equated with the IT department and the hardware that sat on our desks and the software that helped us operate the hardware. Today, there is scarcely a department in any business that doesn’t use technology; even HR departments uses technology for managing and developing the human potential of their respective organizations. In fact, according to Gartner, marketing, not IT, will be the largest buyer of technology by 2018. Additionally, technology is also ubiquitous and essential to the day to day lives of typical customers. Cars today have more code than the computers of a few years ago…and there is no turning back. We live in an era of digital disruption, an era in which technology simultaneously creates and destroys customer value and customer experience. Consequently, it is important for companies to embrace technology and leverage it so that the value and experience they are providing to customers doesn’t become obsolete.
We use technology as if it were a common noun, it is anything but that. Cloud computing is technology, as is a common app, as is virtual reality, and as is IoT (Internet of things). However, each of them are a source of differentiated customer value and the basis of a differentiated customer experience. Which is why as the world of technology expands and dominates businesses and people’s lives, the all important question of value innovation will become even more relevant. As Steve Jobs likes to remind technology fanatics, “Smart companies don’t push technologies on unsuspecting customers, they work backwards. They begin by asking what great value and experiences they should deliver customers and then ask their engineers and designers to develop and deliver the targeted value and experience.” The number of trends that characterize technology – robotics, AI, nanotechnology, etc. – are too numerous to enumerate and discuss here. What is important to note though is that the world of technology is constantly morphing and converging, making it even more demanding for companies to stay connected with the customer and tackle issues related to value innovation.
Like education, entertainment, and a host of other industries, healthcare is in the throes of radical transformation. The industry is being asked to cater to exponentially increasing demand, which is both varied and complex, without passing on ever increasing costs to the end user. Not surprising therefore, that for several years now, the pharma companies have been urging themselves to migrate from being pill centric to becoming patient centric. Hospitals and other healthcare providers have been seriously rethinking their business models and moving away from treating diseases to championing wellness, and payers have been focused on pharmacoeconomics to balance costs and relative efficacy of alternate treatments. The number of moving parts grabbing the industry’s attention have increased dramatically in the past few years. New technologies, ranging from electronic health records, and digital tools for supporting diagnosis to telemedicine and robotics are being embraced aggressively to cater to the burgeoning demand. The changing demographics of the population, especially the needs of the elderly and the terminally ill, are posing fresh caregiving challenges, which are not easy to solve. Costs show no signs of abating, even as voices in support of individualized medicine are getting louder. Not only are new specialty drugs highly costly to produce, new viruses, like the Zika virus, and old standards like the flu, which have adapted and become more resistant to commonly available antibiotics, are stressing the system constantly, diminishing the ability of the healthcare system and industry to provide real, meaningful, timely, and tangible value at an affordable price.
Consequently, the industry is under greater public and legislative scrutiny. As more health care data, particularly financial, such as physician fees, comparison of insurance plan premiums, and payments by drug and medical device manufacturers to physicians and other care providers, becomes public, the power of the public to influence important medical policies and decisions is increasing, eroding the power and sole authority status of traditional gatekeepers, like physicians and hospitals. As the focus of the industry shifts from treatment to prevention and wellness, from individual health to social and community health, issues related to value innovation – customer value and customer experience – will become even more important. The word customer is used deliberately, because not everybody the healthcare industry will and should engage will be a patient. The system will need to experiment with new models of wellness, treatment, and payment to meet customer needs, so increasing healthcare value, which is both relevant and timely, can be delivered unaccompanied by soaring costs.
Banking & Financial Services
In the next three to five years, banking and financial services is likely to be disrupted more than any other sector. The nature of money is changing, as is the world of payments. It will not be cash, currency, and coins as we know it today. A host of innovations, like digital wallets, blockchains, cryptocurrencies, automation of cash and money flows, payment embedded in the Internet of Things, where Toyota cars pay for gas, and Nespresso machines pay for coffee, and Electrolux fridges pay for milk delivery are already beginning to rear their heads. In this fragmented environment where cash will largely be invisible and payments highly distributed, often in closed-loops, third party institutions like banks and financial services that currently handle cash and payment transactions will have to rethink their role and purpose; they won’t have an option.
Paradoxically, as the reach of technology grows and innovations radically transform the structure of banking and financial services, customers will increasingly want to be treated as unique individuals, and not as a nameless, faceless statistic in the company’s database. Customizing customer value and customer experiences will be at a premium, making value innovation even more critical. We are already getting a glimpse of this with the rise of big data and analytics. Banks and financial service companies are pursuing micro-segmentation zealously so they can convince their customers that they do care about them as individuals. Lastly, with the convergence of financial instruments, cash, credit, savings, investments, etc., customer loyalties will either be distributed across a number of players, or highly concentrated with one or two. In such an environment, value innovation will become even more critical for customer acquisition and retention, and therefore for the long term well-being of the organization.
Even though all forms and levels of education are changing, this section will focus only on higher education (bachelor’s degree and above) delivered by colleges and universities throughout the world. Several factors are turning higher education on its head. On the demand side, the demographics of students, especially in terms of age, income, and diversity has changed and is unlikely to reverse. Today’s students are likely to be older, are more likely to come from poorer families, and from ethnic backgrounds where parents may not have gone to college. They also have different attitudes and expectations, notably, they have an unrealistically high opinion of their own abilities, and are not merely interested in learning – they want a variety of entertaining experiences during their tenure at college. The changing mix and experience expectations of students will continue to pose challenges for colleges and universities. Additionally, not all students want to be full time students, or be physically present in the class room. Part-time, evening, and weekend students are definitely on the rise, as are those who want to obtain their degree in digital and online forums.
On the supply side the number of institutions offering degrees, especially those popular with recruiters, like MBA, have increased dramatically. In India, for example, in the 1980s there were only five major MBA degree granting colleges. Today, virtually every mid-to-large sized city can boast of colleges that grant an MBA degree. Privately owned colleges and universities that operate for profit, and smaller community colleges that cater to students in specific geographies has also increased. However, quality of education has not kept pace with the proliferation of institutions globally; the biggest constraints being funding, quality of trained teachers, and the nature of the curriculum. Several colleges and universities are experimenting with technology in the class room to augment and boost student and teaching experience, with the hope of raising the quality and relevance of education delivered. More students participate in MOOCs, distance learning through online courses, and hybrid formats. While the jury is still out on whether technology will help bring greater student engagement and improve the quality of learning, questions concerning relevance of current higher education to the needs and demands of the changing workplace are being asked more frequently. Employers don’t believe colleges and universities are turning out the kinds of candidates they need, which is why globally, many companies, and governments, are investing in their own training and education programs. In a scenario like this an understanding and application of value innovation with its focus on customer value and experience is critical, if the system is to create positive value and experiences for all stakeholders – students, teachers, employers, and those providing the funds.
There was a time when entertainment took place at fixed times, in fixed formats, and at fixed venues – TV, radio, movie theaters, jazz clubs, music concerts, and comedy clubs. Customers took what they were offered and if they missed their favorite show they kicked cans and tried finding solace in profanity. That was truly a long time ago, the entertainment industry unrecognizable today. It changes every time a new song is released – Uptown Funk; every time a new video is released – Gangnam Style; every time a new genre takes off – reality TV, hip hop rap. Today, entertainment is truly a multidimensional, multidirectional collaboration between content producers, content providers and content consumers. Any and every content can be entertainment; the old brick walls between information, education, and pure entertainment have crumbled. TED talks are entertainment, as are improve comedy shows, as are funny home videos on YouTube. Further, this content can be consumed anywhere, anytime, on any screen, frequently without payment. Additionally, the content is often consumed in ways the originator had not intended – Harry Potter theme parks and Lego blocks, or Star Wars light sabre toys, or a mash up of history and science fiction as video games.
The proliferation of devices and venues, traditional TV sets, smart TVs, smart phones, tablets, TV screens at airports, in bars, lounges, and waiting areas, such as hospital and hotel lobbies, accelerates the change the industry and customers are experiencing. Even buildings and walls can be a delivery channel for entertainment – a trip to the Ginza district in Japan, or to Times Square in New York can attest to that. Add to that the ability to watch anything asynchronously and you have an entertainment landscape that rarely stands still. Take the example of Hulu. It was born out of the YouTube category, where people flocked for quick snippets of video. Now, however, a whopping 73 percent of Hulu-goers use the service specifically for watching television shows. In this panoramic landscape it is equally difficult to say what competencies qualify a company to be called an entertainment company. Ostensibly, Microsoft, makers of Xbox is an entertainment company. Hallmark started off as a greeting card company, but is an entertainment company. Netflix started off as a DVD retailer, but is an entertainment company, as is Amazon. In this dynamic environment, of constantly evolving technologies and content, where entertainment is the outcome of active collaboration between content producers, device manufacturers, and delivery companies (Comcast), and the meaning and value of which is co-created with customers, who pick the time, venue, and vehicle of consumption, value innovation – creating, delivering, and innovating the right value and experience for the right customer at the right time takes on even greater importance.
Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Value Innovation provides clients with an entry level option and enables client contacts to become personally acquainted with Dr. Bhalla over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Value Innovation provides more time for research and development. If you require Dr. Bhalla to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.
Monthly cost: USD $4,500.00
Time limit: 15 hours per month
Contract period: 12 months
Bronze/Silver service plus
01. Management interviews
02. Evaluation and assessment
03. Performance improvement
04. Business process improvement
05. Management training
The Gold Client Service (GCS) for Value Innovation is intended for more detailed evaluation and assessment, that may require your Key Employees to have monthly meetings or interviews with Dr. Bhalla. These meetings and interviews can be conducted over the telephone, Skype, or by video conference if required. The consultant can also attend your business premises, an Appleton Greene office, or another mutually beneficial location, but please note that clients are responsible for the costs of any disbursements separately, including travel and accommodation. This service enables you to integrate the specific skills, knowledge and experience of your designated consultant into your Key Employee management team. The Gold Client Service (GCS) can also incorporate training workshops, business presentations and external meetings with customers, suppliers, associations, or any other business-related stakeholders.
Monthly cost: USD $6,000.00
Time limit: 20 hours per month
Contract period: 12 months
Bronze/Silver/Gold service plus
01. Project planning
02. Project development
03. Project implementation
04. Project management
05. Project review
The Platinum Client Service (PCS) for Value Innovation is our flagship service and will be required if you need Dr. Bhalla to facilitate the planning, development, implementation, management, or review of a particular project relating to his specialist subject, which would obviously require more time and dedication. This service enables you to reserve up to 12.5% of the consultant’s working month and provides a more hands-on service as and when required. If you need more time than this, then this can always be arranged, subject of course to the consultant’s ongoing availability. The benefit of having an external consultant involved in projects is they provide an independent perspective and are not influenced by internal politics, day-to-day responsibilities, or personal career interest. They provide objectivity, specific knowledge, skills and experience and will be entirely focused upon the tasks at hand. The Platinum Client Service (PCS) will provide your organization with a valuable resource as and when you need it.
- Customer engagement
- Customer satisfaction
- Customer loyalty
- Positive recommendation
- Greater customization
- Greater innovation
- Customer culture
- Focused targeting
- Competitive advantage
- Competitive positioning
- Corporate reputation
- Customer culture
- Customer loyalty
- Lower costs
- Greater innovation
- Strategy development
- Competitive advantage
- Profitable growth
- Brand value
- Happier employees
- Corporate reputation
- Brand value
- Profitable growth
- Winning innovations
- Strategic collaboration
- Strategy formulation
- Competitive advantage
- Productive alliances
- Global positioning
This service’s current clients or employers include:
Microsoft Corporation, is an American multinational technology company headquartered in Redmond, Washington, that develops, manufactures, licenses, supports and sells computer software, consumer electronics and personal computers and services. Its best known software products are the Microsoft Windows line of operating systems, Microsoft Office office suite, and Internet Explorer and Edge web browsers. Its flagship hardware products are the Xbox game consoles and the Microsoft Surface tablet lineup. It is the world’s largest software maker by revenue, and one of the world’s most valuable companies and brands. Founded by Paul Allen and Bill Gates on April 4, 1975, its mission is to empower every person and every organization on the planet to achieve more, by implementing its strategy of delivering best-in-class platforms and productivity services for a mobile-first, cloud-first world, with a goal of reinventing personal and business productivity and processes, through intelligent cloud platforms, and by creating more personal computing.
Citigroup Inc. or Citi is an American multinational investment banking and financial services corporation headquartered in Manhattan, New York City. Citigroup was formed from one of the world’s largest mergers in history by combining the banking giant Citicorp and financial conglomerate Travelers Group in October 1998. Currently in the top 5 of all bank holding companies by assets in the US, it was at its height, until the global financial crisis of 2008, the largest company and bank in the world as measured by total assets. Citi’s mission is to serve as a trusted partner to its clients by responsibly providing financial services that enable growth and economic progress. Its core activities are safeguarding assets, lending money, making payments and accessing the capital markets on behalf of its clients, which include both everyday people and some of the world’s largest companies. It also provides financing and support to governments at all levels, so they can build sustainable infrastructure, such as housing, transportation, schools and other vital public works.
GlaxoSmithKline is a science-led global healthcare company. The company researches and develops a broad range of innovative products in three primary areas of Pharmaceuticals, Vaccines and Consumer Healthcare. GSK has a significant global presence with commercial operations in more than 150 countries, a network of 89 manufacturing sites, and large R&D centers in the UK, USA, Belgium and China. The company’s mission is to help people do more, feel better, live longer. Its business is focused around the delivery of three strategic priorities which aim to increase growth, reduce risk and improve our long-term financial performance. These priorities are: grow a balanced global business, deliver more products of value, and simplify the operating model. Operating responsibly and ensuring that these values are embedded in their culture and decision-making helps GSK better meet the expectations of society.
Headquartered in McLean, Virginia, Capital One is an American diversified bank that offers a broad array of financial products and services to consumers, small businesses, and commercial clients. A Fortune 500 company, Capital One has one of the most widely recognized brands in America. As one of the nation’s top 10 largest banks based on deposits, Capital One serves banking customers through branch locations primarily in New York, New Jersey, Texas, Louisiana, Maryland, Virginia, and the District of Columbia. It is also one of the largest credit card issuers in the USA, and was an early adopter of big data and analytics. The company has an enviable reputation for having built a preeminent brand on the back of market experimentation, micro-segmentation, tailored offerings, and targeted mailings to specific market segments and target markets.
Indian School of Business
Based in Hyderabad, India, The Indian School of Business (ISB) evolved from the need for a world-class business school in Asia. The founders, some of the best minds from the corporate and academic worlds, anticipated the leadership needs of the emerging Asian economies. They recognized that the rapidly changing business landscape would require young leaders who not only have an understanding of the developing economies but who also present a global perspective. The ISB is committed to creating such leaders through its innovative programs, outstanding faculty and thought leadership. Funded entirely by private corporations, foundations and individuals from around the world who believe in its vision, the ISB is a not-for-profit organization. With a strong emphasis on entrepreneurship, the impact of technology on commerce, and the emerging markets, programs at the Indian School of Business (ISB) focus on managing business in fast-evolving environments. It offers a unique one-year Post Graduate Program in Management (PGP), as well as short-duration Executive Education programs for middle and senior management (CEE), a part-time Post Graduate Program in Management for Senior Executives (PGPMAX), Management Program for Family Business (MFAB) for young business leaders of family businesses, a five-year doctoral-equivalent Fellow Program in Management (FPM), and a Post Doctoral Research Fellowship Program. ISB works closely with its associate schools, like Wharton Business School, London School of Business, and Northwestern University’s Kellogg School of Business, and leading academic area experts from around the world to create contemporary programs that apply Western concepts into the Asian context. ISB also has established and strong corporate and industry links which ensure that the program curriculum reflects global best practices, is international in perspective, and delivered according to world-class standards.
This service is primarily available within the following locations:
San Francisco CA
The Bay area is an umbrella term for a geographical area that encompasses the major metropolitan areas of San Francisco, San Jose, and Oakland, and is often referred to as Silicon Valley, the epicenter of technology, disruptive innovation, and bold entrepreneurship in America. In fact, the term Silicon Valley, is generally used as a synecdoche for the American high-technology economic sector, and has become a synonym globally for leading high-tech research and enterprises, inspiring similar named locations, research parks, and technology centers with a disruptive innovation culture. Silicon Valley is home to many of the world’s largest high-tech corporations, thousands of startup companies, and some of the most famous universities in the world, like Stanford. The list of hi-tech companies headquartered there, or with origins in the area, is a ‘who’s who’ of the industry: IBM, Hewlett-Packard (HP), VMware, Ford Research and Innovation Center, Palo Alto Research Center (PARC), Space Systems/Loral, Tesla Motors, Ning, IDEO, Skype, Palantir Technologies, Google, Facebook, Logitech, Intuit, Pinterest, and PayPal. It is also the leading hub and startup ecosystem for high-tech innovation and development, accounting for one-third of all of the venture capital investment in the United States. And with technology fueling significant transformation in a number of sectors, such as healthcare, education, energy, transportation, and entertainment, the future of Silicon Valley as a key engine of economic growth and prosperity is extremely bright. Value Innovation is especially relevant in this region since true growth only occurs once the benefits of novel technologies are commercialized and passed on to customers.
New York NY
Alternately called “the city that never sleeps,” “the big apple,” and the “cultural capital of the world,” New York city is a global hub of international business and commerce. In 2012, New York City topped the first Global Economic Power Index. Home to Wall street, The New York Stock Exchange and Nasdaq, the city is a major center for banking and finance, retailing, world trade, transportation, tourism, real estate, new media as well as traditional media, advertising, legal services, accountancy, insurance, theatre, fashion, and the arts in the United States. Many Fortune 500 corporations are headquartered in New York City, as are a large number of foreign corporations. One out of ten private sector jobs in the city is with a foreign company. New York City has been ranked first among cities across the globe in attracting capital, business, and tourists. It is these features of New York that repeatedly earn it a high ranking as America’s leading cities of the future. Additionally, real estate is a major force in the city’s economy, and the total value of all New York City property was assessed at US$914.8 billion for the 2015 fiscal year. As are the advertising, PR, and publicity sectors. Some of the world’s largest advertising agencies, like Omnicom Group and Interpublic Group are based in Manhattan, as is the world’s premier PR company, PR Newswire. Other important sectors include hospital health care, medical research and technology, non-profit institutions, and universities, such as New York and Columbia University. Manufacturing, in decline a few years ago is showing resurgence, as is the city’s garment industry. SME’s are also on an upward trend especially in the information and service sectors. Food processing is another sector that is extremely vibrant in New York, with chocolate being New York City’s leading specialty-food export; Godiva, one of the world’s largest chocolatiers is headquartered in Manhattan. Home to the United Nations Headquarters, New York is an important center for international affairs. Hundreds of languages are spoken in the city, and many of the its districts, landmarks, museums and parks are well known throughout the world including Times Square, the Broadway theatre district, Wall Street, Chinatown, the Empire State and Chrysler Buildings, Statue of Liberty, Metropolitan Museum of Art and Bronx Zoo, and attract millions of tourists throughout the year. For these reasons New York will continue to dominate the consciousness of businesses and customers globally. Businesses operating or beginning operations here can truly benefit from the application of value innovation principles.
London is very similar to New York and to Tokyo. The big three are known as often referred to as the “command centers” of the global economy. In 2014, Forbes rated London as the most influential city in the world. The city has also been voted as the Europe’s city of the future. The business climate is robust and inviting. It is seen by the World Bank as fourth in the world for ease of doing business. There are plans for growth that will make it even easier to conduct business. Since hosting the Olympics in 2012, London has a new energy about planning, cutting corporate taxes, investing in infrastructure—especially housing and transportation—and eliminating regulation that hinders business growth. London has over 480 overseas banks, more than any other city in the world; Canary Wharf is one of the biggest financial centers in Europe. Over 85 percent (3.2 million) of the employed population of greater London works in the services industries. The City of London is home to the Bank of England, London Stock Exchange, and Lloyd’s of London insurance market. Over half of the UK’s top 100 listed companies (the FTSE 100) and over 100 of Europe’s 500 largest companies have their headquarters in central London. Over 70 per cent of the FTSE 100 are within London’s metropolitan area, and 75 per cent of Fortune 500 companies have offices in London. Along with professional services, London has a high concentration of media companies are concentrated in London; media distribution is London’s second most competitive sector. The BBC is a significant employer, while other broadcasters also have headquarters around the City. Many national newspapers are edited in London. London is also a major retail center and in 2010 had the highest non-food retail sales of any city in the world. Construction and transportation are also growing industries – the need for office space, buildings and infrastructure continues, as well as does attendant real estate investment opportunities. In terms of transportation, besides periodic updating of infra-structure, there are plans for cross rail construction in the city as well as expanding airport capacity. London and the U.K.in general have entered the tech world with both feet. Its tech cluster of businesses is home to one of the largest concentrations of small, fast-growing digital technology companies in Europe. Development of this tech hub is a priority for London. In addition, there is significant support for high-growth and innovative small and mid-sized firm to export and take advantage of opportunities in emerging markets. A growing number of technology companies are based in London notably in East London Tech City, also known as Silicon Roundabout. For all these reasons, London and the businesses operating within it, are fertile ground for the application and implementation of value innovation processes.
Bengaluru, formerly Bangalore, once known as Pensioners Paradise is now known as the Silicon Valley of India. The city is described as “a gateway to new global frontiers” and “a harbinger of a new global labour force that works in cyberspace and that, like much of the world’s financial markets, operates beyond the reach of governments.” The city’s industrial development began with public sector undertakings in machine tools, aircraft building, electronics, space exploration, and science and technology research. These investments and institutions brought a highly talented workforce to the city, and made the city a hub of electronic industries, which in turn attracted several other medium and small manufacturers. It is this pedigree that has attracted some of the largest companies in the world, like Titan, HP, GE, IBM, and Texas Instruments to invest in Bangalore, and open global R&D and innovation centers there. Global Indian companies, like Infosys, also established their headquarters in Bangalore due to the highly educated and skilled workforce and economic climate. Bangalore today contributes the bulk of IT exports from India, and is universally recognized as one of the most innovative cities in the world. Consistent with its software, technology, and electronics heritage, the city boasts of several technology parks that are home to hundreds of large, mid-sized, and small companies. Additionally, Bangalore also has the highest concentration of biotech companies in India; more than 40% of India’s biotech companies are based here. Organizations like Institute of Bioinformatics and Applied Biotechnology, ICICI, and Biocon are recognized globally for significantly reshaping the contours of biotech science and research. The city attracts more US investment than any other city in India. The boom in technology, software, and biotech has also spawned a boom in lifestyle support industries like, hotels, consumer goods, golf courses, and most notably custom-built housing and entertainment. The city is also home to a large number of high net worth individuals; it ranks third after Mumbai and Delhi. For all the reasons presented above, Bengaluru, or Bangalore, is an extremely attractive market for the application and implementation of value innovation processes.
One of the four Asian Tigers, Singapore is a global commerce, finance and transport hub. Its standings include: “easiest place to do business” (World Bank) for ten consecutive years, most “technology-ready” nation (WEF), top “International meetings city” (UIA), city with “best investment potential” (BERI), 2nd-most competitive country (WEF), 3rd-largest foreign exchange center, 4th-largest financial center, 3rd-largest oil refining and trading center and one of the top two busiest container ports since the 1990s. Singapore’s best known global brands include Singapore Airlines and Changi Airport, both amongst the most-awarded in their industry; SIA is also rated by Fortune surveys as Asia’s “most admired company”. For the past decade, it has been the only Asian country with the top AAA sovereign rating from all major credit rating agencies, including S&P, Moody’s and Fitch. The Singaporean economy is known as one of the freest, most innovative, most competitive, most dynamic, and most business-friendly. The 2015 Index of Economic Freedom ranks Singapore as the second freest economy in the world. According to the Corruption Perceptions Index, Singapore is consistently ranked as one of the least corrupt countries in the world, along with New Zealand and the Scandinavian countries. Singapore attracts a large amount of foreign investment as a result of its location, skilled workforce, low tax rates, advanced infrastructure and zero-tolerance against corruption. There are more than 7,000 multinational corporations from the United States, Japan, and Europe in Singapore. There are also approximately 1,500 companies from China and a similar number from India. Foreign firms are found in almost all sectors of the country’s economy. Singapore is also the second-largest foreign investor in India. Singapore is considered a barometer of global economic health, especially within Asia, owing to its high dependence on external trade. Its foreign trade and capital flows is 407.9% of its GDP, making it the most trade dependent country in the world. It is the 14th largest exporter and the 15th largest importer in the world. The cosmopolitan nation is home to 5.5 million residents, 38% of whom are permanent residents and other foreign nationals. Its cultural diversity is reflected in its extensive “hawker” cuisine and major ethnic festivals—Chinese, Malay, Indian, Western—which are all national holidays. In 2015, Lonely Planet and The New York Times listed Singapore as their top and 6th best world destination to visit respectively. The nation’s core principles are meritocracy, multiculturalism and secularism. It is noted for its effective, pragmatic and incorrupt governance and civil service, which together with its rapid development policies, is widely cited as the “Singapore model”. It is ranked as Asia’s most influential city and 4th in the world by Forbes, making it a fertile ground for the application and implementation of value innovation processes.
“Dr. Bhalla invests time in open listening and observation, and quickly absorbs critical information and details. Once having formed thoughts and opinions, Dr. Bhalla is a thoroughly engaging communicator, whether addressing a large group or an individual. He effectively shares his ideas and recommendations with a personalized and customized approach that is always on target, leaving a listener inspired! A few examples follow: By leveraging Dr. Bhalla’s professional expertise at integrating qualitative and quantitative data into insightful findings, I was able to bring added value to my larger team. This greatly benefited my organization from a business perspective, and allowed me to grow personally. Dr. Bhalla also worked effectively with senior leadership, and staff at all levels, to collaborate and advise on effective solutions to problem issues as an internal advisor. His sought-after counsel was a key input in organizational decisions.“
Robert H. Smith School of Business
“Dr. Bhalla is a leading expert on customer value innovation. I have been fortunate to have him teach modules on customer value innovation in several executive education programs offered by the Center for Excellence in Service (CES) here at Smith. Managers in our programs rave about the high quality and relevance of his course content and his vivid, timely examples of how firms innovate to offer continuous value to their customers. Dr. Bhalla practices what he preaches. He continuously updates his course content to offer the latest information on best practices in customer value creation. He receives the highest ratings of any of our consultants and trainers on the practical implications of his content. Perhaps the greatest compliment is that managers leave his sessions planning to take back what they have learned from him to their firms.“
“In the 12 years I have known Dr. Bhalla we have discussed a wide range of topics. In particular, I enjoy how during those conversations even poetry becomes relevant to business strategy. In helping me with management issues, his advice not only leads to a positive outcome, it comes with suggested readings well suited to my background to help me fill the knowledge I was lacking. In my recent startup, his experience has helped us mold our marketing strategy. Two months of planning were completely changed by a few sharp questions from Dr. Bhalla. We had not considered the need to incorporate features that, while not necessary for the product’s functionality, would help better sell it to a large corporation.“
“I had the wonderful opportunity to meet and get to know Dr. Bhalla as a professor during a professional leadership program at University of Maryland School of Business. The course was designed as two intense week-long sessions several weeks apart. Gaurav made such an impression on me during the first session that when impending weather threatened to shorten the program, his module was the one I was truly concerned about missing. Dr. Bhalla’s client-focused curriculum helped me identify major areas of improvement in our current client pursuit efforts, and we have informally expanded new client preparation protocol to continually direct the preparation efforts towards a more prescriptive strategy development customized for each new client opportunity. Another key inspiration for me was Dr. Bhalla’s focus on client experience. Dr. Bhalla had our class explore the buying experience from the client point-of-view and presented practical and applicable processes for mapping the client journey. This is a wonderful exercise to identify where we can simplify the process for our clients. I am currently exploring how we can implement these changes within our firm. I highly recommend Dr. Bhalla’s consulting and training programs. They are insightful, relevant and applicable to the current business climate while presented in a fun, engaging manner that makes everyone eager to learn more, and apply that knowledge.“
“Our company provides recruiting services for American corporations from our internally operated offshore recruiting center in India. Our business faces a number of challenges and not just related to geography and difference in time zones. Getting our Indian managers to perform as trusted business partners to our American clients is very challenging. Yet, it is imperative we achieve that goal if we are to meet or exceed our corporation’s extremely ambitious 40 percent annual growth objective. Dr. Bhalla was able to size up our business challenges very quickly from multiple perspectives – motivational, operational, and cultural. His work with our executive team has helped us think differently about how to get our managers to align their personal goals with the company’s goals of serving our clients, and achieving a service mindset that will enable our clients and our company to increase sales and profitability. Dr. Bhalla’s approach has been highly practical, with a constant emphasis on rapid implementation to improve both operations and customer intimacy.“
Mr Chicles is an approved Certified Learning Provider (CLP) at Appleton Greene who is a business leader and strategist with broad experience in the global multi-industrial, aerospace and defense sectors. He is a seasoned operational leader of global industrial businesses, leading transformational strategies in highly competitive markets.
As a senior, C-suite strategist for multiple major industrial corporations he has led multiple mergers, acquisitions, divestitures and restructurings, as well as corporate break-ups and spin-offs. He has a distinguished track record of successful transformations of complex organizations in dynamic and uncertain market conditions while engendering the trust and buy-in of employees, customers, vendors, owners, corporate leadership and boards of directors.
A highly engaged leader at the personal and team level he has demonstrated the ability to engender effective senior teams and boards. He’s also an active mentor, teacher and community leader.
Mr Chicles is an active board member with AES Seals, global leader in sustainable reliability engineering, and Micro Technologies Inc, an electronics and advanced manufacturing company. He is a principal partner with ProOrbis Enterprises®, a management science consultancy with premier clients such as the US Navy and PwC, as well as the principal of Xiphos Associates™, a management and M&A advisory. Recently, he served as Board Director and Chairman of Global Business Development with Hydro Inc. the largest independent pump and flow systems engineering services provider in the world.
He was President of ITT’s Industrial Process / Goulds Pumps business segment a global manufacturer of industrial pumps, valves, monitoring and control systems, and aftermarket services for numerous industries with $1.2 billion in revenue, 3,500 employees and 34 facilities in 17 countries. Preceding this role he served as Executive Vice President of ITT Corporation overseeing the creation of a newly conceived ITT Inc. following the break-up of the former ITT Corporation to establish its strategy and corporate functions such as HR, communications, IT and M&A, building the capabilities, policies and organizations for each.
He joined ITT Corporation’s executive committee as its strategy chief in 2006 and instituted disciplined strategic planning processes and developed robust acquisition pipelines to respond to rapidly changing markets. Created successful spin-offs of 2 new public corporations Exelis Inc. and Xylem Inc. ITT Corporation was named one of “America’s Most Respected Corporations” by Forbes for exemplary management and performance during his tenure there.
Before joining ITT, Mr Chicles served as Vice President of Corporate Business Development and head of mergers and acquisitions for American Standard / Trane Companies, where he initiated and closed numerous transactions and equity restructurings globally.
Additionally, he created and led the corporate real estate function which entailed more than 275 real estate transactions around the world.
He began his career at Owens Corning rising through the ranks in various operational roles to Vice President of Corporate Development.
Recently, he taught advanced enterprise strategy at Stevens Institute of Technology as an adjunct professor and still supports start-ups through the Stevens Venture Center. He continues to be active as the Founding Board Member with several successful start-up technology businesses and non-profit organizations. A community leader, Mr Chicles has held the role of President of the Greek Orthodox Cathedral in Tenafly, N.J., He also led trips abroad to Cambodia and Costa Rica to build sustainable clean-water solutions and affordable housing.
His formal education includes earning a Masters of Business Administration from The Wharton School at the University of Pennsylvania, and a Bachelors in Finance from Miami University.
Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
In today’s context of changing markets, technologies and business models, and in conjunction with historic levels of available capital, acquisitive growth has emerged as an increasingly compelling approach to transformational growth. However, as has been empirically proven growth through acquisitions is fraught with pitfalls and inherently risky. Successfully acquisitive growth requires the confluence of many factors that go beyond the traditional phased steps of a typical process. In my experience success is a function of bringing together the elements of people, processes, and technologies into a set of capabilities that are custom-made for an organization’s particular strengths, circumstances and aspirations. Winning in today’s dynamic markets demands bold, unique and sustainable strategies. The following are the stages of such an approach that I have found to create high probability, profitable growth that stands the test of time.
Additionally, while the M&A industry has many advisors available, they tend not to be operating executives who have lived through all the elements I will lay out below. Many simplistic guidelines exist, however what its clear is that the difference between success and failure with acquisitive growth is not in rote adherence to some set of processes, rather it is found in the combination of process discipline and strong application of experiential, practical knowhow. The nature of this knowhow is to apply and allocate the elements below in a smart, efficient manner to achieve exemplary outcomes for the specific client’s unique situation and circumstances.
Strategy Development: Whether at the corporate level or in a specific business unit, clients would be taken through steps to clarify the markets and segments where they currently compete and where they want to go in the future, what differentiates them from competition, where capabilities need to be refined or built, and the various functional elements (e.g. systems, processes, structures, etc.) critical to sustain profitable growth. Approach would be a combination of review of current strategies/capabilities, interviews and facilitated discussions and structured workshops. Outcomes might be a strategy to bring a particular business into a new growth phase or to meet changing competitive environments, or at the enterprise level might entail “platform building” whereby new businesses, sectors or legs are build from the ground up through foundational initial acquisitions and subsequent organic and inorganic initiatives.
Market Focus: Where will we hunt for acquisition targets? If a company allows too-wide of a scope will find themselves suffering from expensive resource drains/distractions and/or dilute efforts. Therefore, following the alignment of enterprise/business strategies the process will seek to focus the market segments and the business criteria to qualify a company to be elevated to possible target.
Research Possible Targets: Simply put, take the descriptions and criteria from above and create lists of potential targets that might fit. Each such company is researched for available information, any currently available knowledge the client might have, etc. Output is a gross list of possible targets.
Target Approach: Utilizing a number of possible approaches, one that is appropriate for the client is determined. For example, some companies may have business development or sales teams who could participate in this stage, or on the other hand for reasons such as confidentiality, resource scarcity, etc this might need to be put into the hands of specific individuals (senior executives, dedicated M&A executives, 3rd party services, etc.). Each company is different, so this is an exercise of matching needs with capabilities. The objective is to screen the gross target list to elminate those who have “killer facts” such as big contingent liabilities, prohibitive complexity such as a company with a complex ownership structure, our any other aspects that renders a target not acceptable for the next step.
Cultivation: This is a very critical part of the overall process. The essence of this authentic, genuine and meaningful relationship-buidling which requires a combination of individuals with certain skill-sets to ‘sell’ the prospects on being acquired, patience and persistence. I have many approaches, processes and techniques that I have and continue to use to great effect in this regard. Output is a short list of interested targets who have moved to active discussions and in-person meetings.
Target Assessment: During the cultivation phase as it gets more advanced, a critical success factor for effective acquisitive growth is the ability to narrow the list with limited amounts of information. This is important because the next phase is quite intensive so any company can not practically thoroughly assess all such targets. In other words, how does a client gain the insights needed to do this? Some might consider this the ‘phase I due diligence’ whereby, prior to the engagement of expensive resources such as lawyers, accountants, etc., an overview of a target’s current status is determined. Through structured and open discussions, the client engages in discussions with the targets to learn as much as possible..
Preliminary Offer: Structuring of a term sheet or letter of intent based on finding to date. Depending on these findings, certain terms may be included to lay out a) value expectations; b) focus for due diligences and commitment to support it; and c) various legal terms typical for these agreements. This tend to be non-binding agreements meant to establish exclusivity of dealings for a period of time, high level terms that both parties agree to, and confidentiality. Given my background, I have the abilility to craft these documents with minimal legal cost.
Due Diligence: This is yet another element of acquisitions that can take several different forms. Depending on the situation and capabilities of both clients and targets, due diligence activites tend to have different scopes and approaches that match each particular circumstance. A simple example would be a private company target versus a public company. With the latter, sellers often limit potential acquirers to only publicly available information whereas private companies may have limited information at their disposal. Therefore, each approach must be designed for purpose, with the output being a customized plan for a particular target. This leads to both more efficient and cost effective processes as well as deeper insights to help with final decisions.
Deal Making: After the due diligence phase, and with a set of terms already agreed, the negotiations begin to finalized the terms of value, liabilities and the myriad legal and busses considerations that must be addressed and finalized. Whether as chief negotiator or as a trusted advisor to the same, I would bring my experience and talent to bear on this phase as well as some structured approaches/guidelines.
Integration Planning: Concurrent with the commencement of due diligence, full attention is required to determine the structure, resources, plans and teams for post-closing integration. Specific approaches and processes would be employed here to ensure that a proper integration leader is named (critical), robust but prioritized integration plans (e.g. IT and Finance integration might be a first priority for some companies), organizational and assimilation plans, and specific actions in several other area. Among the more difficult and critical elements of integration is culture. While culture is a key consideration in the pre-offer phases, it tends to be among the more challenging aspects to successful acquisitions and an area where experience from a career of hands-on accountability of acquisitions brings valuable insights. Several pro-active approaches can be introduced to the clients to determine which is best to employ with any particular integration.
Execution: From plans to execution requires much more than a roadmap. While such roadmaps are critical, it is the confluence of leadership and human capital, prioritized focused actions to achieve specific results, and finally sustainable integration to bring into the client’s company the full potential of the value creation possible. Tools exist and can be created to provide structure and management support to achieve this consistently.
Important And Strategic Elements Of A Growth By Acquisition Approach
This program has thus far concentrated on the role that acquisition strategies play in driving growth.
However, this assumes that the acquisitions are carried out properly on its own. Experience has shown that acquisitions may both produce and destroy value, with the execution of the transaction typically making the difference.
The following are crucial and strategic elements that support successful acquisitions:
• Considering strategic fit: Purchasing merely for the sake of purchasing is little more than management hubris. The target businesses should in some manner meet the needs of the buyer’s company strategy (i.e. product or service line, geographic reach, etc.).
• Addressing culture fit: Due to cultural mismatches between the two merging organizations, some of the largest mergers in history have failed. It is important to take into account a company’s culture because it directly affects how it creates value.
• Doing thorough due diligence: This guarantees that the buyer “looks beneath the hood” of the company they are buying and that the price they are looking to pay for the company reflects its intrinsic value.
• Integration: Even when the share purchase agreement’s ink dries, the deal is not finalized. The two businesses must now start an integration process to ensure that they grow into something greater than the sum of their individual parts.
Advantages Of Growth Acquisition
10 advantages of expanding your company through acquisition
If you’re deciding whether to enter into an acquisition contract, you might wish to take into account the following list of acquisition benefits:
1. Strengthens a failing business
The company you work for might be going through a period of underperformance, and an acquisition might be the answer. The ability to work together as a team rather than alone may be a key factor in the business’ success. As you get to share resources with the company you’re merging with, this can assist keep the business from failing.
2. Secure financing for growth
By making an acquisition, a company might gain access to money or other important assets that it might not otherwise have at its disposal. You can easily acquire these assets with the aid of an acquisition. The firm and its employees may benefit from collaborating with a company that has sufficient resources because the development of the enterprise is the ultimate objective.
3. Have access to skilled personnel of high caliber
An acquisition can aid in boosting both the amount and quality of employees who are knowledgeable about the demands of the company. The experienced staff often stays on the firm payroll after an acquisition is completed so they can integrate. Their business acumen contributes to the companies’ success after the merger.