Delivering Profitable Value: A Revolutionary Framework to Accelerate Growth, Generate Wealth, and Rediscover the Heart of Business

A Revolutionary Framework to Accelerate Growth, Generate Wealth, and Rediscover the Heart of Business. Most business enterprises entering the twenty-first century are searching for breakthroughs in achievingand sustainingprofitable growth. But in this quest, many companies find themselves focusing on only half of the equation, relentlessly improving their own produce and processes, or attempting to please customers at any costwithout a strategy for linking the organizations capabilities and goals with the real needs of its customers. In Delivering Profitable Value , Michael Lanning draws from over twenty-five years experience and groundbreaking thinking to offer a fundamentally new approach to strategy and performance, showing how any business can transform itself into a value delivery system that consistently and profitably delivers superior experiences to customers. }Most business enterprises entering the twenty-first century are searching for breakthroughs in achievingand sustainingprofitable growth. But in this quest, many companies find themselves focusing on only half of the equation, relentlessly improving their own products and processes, or attempting to please customers at any costwithout a strategy for linking the organizations capabilities and goals with the real needs of its customers. In Delivering Profitable Value , Michael Lanning draws from over twenty-five years experience and groundbreaking thinking to offer a fundamentally new approach to strategy and performance, showing how any business can transform itself into a value delivery system that consistently and profitably delivers superior experiences to customers.After clearly describing the philosophy of and framework for delivering profitable value, the book presents a comprehensive and practical methodology for its application, illustrated through the successes and failures of such companies as Hewlett-Packard, Glaxo-Wellcome, Southwest Airlines, Chevron, Sony Microsoft, Kodak, Weyerhaeuser, and Proctor & Gamble. Adopting the DPV approach will result in subtle, but profound, changes in the way managers define their businesses, establish success criteria, explore new markets, study and interact with customers, analyze competition, deploy resources, and develop processes and functions.Managers who employ the principles and tools outlined in Delivering Profitable Value will help their organizations:Stop making and selling products and services and start delivering deeply understood and carefully chosen customer experiencesAbandon the internally driven and customer-compelled mindsets and adopt the paradigm of superior value deliveryAvoid the temptation to focus on the most immediate and easily attracted customers and commit to delivering superior value to the most profitable customersGive up on confusing, unactionable market segmentation and learn to identify the best strategic options in the relevant marketsCease listening to customers and master the process of becoming the customerAt its core, Delivering Profitable Value is about the creative relationship between an organization and its customers. Michael Lannings landmark book provides a tested method for establishing and nurturing those relationships, and capturing the profitable growth that results. }

Table of Contents:
Introduction Beyond the Looking Glass; Understand the Heart of Business: What Delivering Profitable Value Is; Internally-Driven and Customer-Compelled Management Arent Value-Delivery Focused; Customers Resulting Experiences: Essence of a Real Value Proposition; The Good, the Bad and the Unintended: Every Business Delivers a Value Proposition; To Choose or Not to Choose a Complete Value Proposition, That is Managements Question; Some of What a Real Value Proposition Isnt; Playing to Win: Choose Good Value Propositions; Provide and Communicate: Delivering Is More Than Lip Service; Design a Business Forwards: the Value Delivery System; Staying Alive: Adjust and Recreate Your VDS; and Now Will the Real Customer Please Stand Up? The Value Delivery Chain; Primary and Supporting VDSs: Control the Chain Reaction; Dont Sell to Business-Customers: Improve Their VDSs Instead; Define the Firms VDSs: Key Task of Corporate Strategy; Define VDSs Within the Context of their Market-Space; How to Deliver Profitable Value; Formulate Strategy by Identifying and Choosing Value Delivery Options; Stop Listening: Become Customers to Discover What They Really Want; Virtual Videos of the Customers Life: Structured Method for Becoming the Customer; Whats Competition Got to Do With It? Understanding Customers Alternatives; Make Disciplined Choices: Implement VDS-Structured Business Plans; What to Do Monday Morning?; ConclusionLead Beyond a Few Improvements, Build a Great Company: Institutionalize DPV.