The document discusses improving the odds of successful growth initiatives through proper prioritization and planning. It notes that typically only 25% of growth investments create value due to issues like being off strategy, not being adequately vetted or planned, underfunded, or competing with too many other priorities. The document provides steps to improve the odds such as ensuring initiatives are on strategy, case study justified, properly planned with timelines and resources, adequately funded by stopping less important projects, and specifically prioritized by importance, urgency and champion. Ranking and funding initiatives based on these criteria can help companies beat the 13% achieving sustainable growth.

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Prioritizing Profit-Driving
Initiatives
APIC
September 17, 2013

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•Only 13% of companies are achieving
modest levels of sustainable and profitable
growth
•Typically, 40% of business is unprofitable
Chris Zook, Profit from the Core and Beyond the Core
Jonathan Byrnes, Islands of Profit In a Sea of Red Ink
Are you beating the odds?

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Place a Bet 3:1—A Good Bet?
3-1 means 3 times less likely to win. If you bet a dollar, and he
does win, you win 3 dollars. You win more money because it
was a longshot, less likely to win.

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Your Odds? 3:1
25% of investments
in growth initiatives
actually result in
creating value

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WHY?
The odds of getting to CWS 210:1
The odds of getting to CWS if have never gotten there before
Runs scored and created > Home runs

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ROI odds low because:
1. Not on strategy
2. Not enough vetting
3. Not well planned/implemented
4. Not well funded
5. Not enough time

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Improving the Odds
Odd Inhibitors
1. Off Strategy
2. Not vetted
3. Poorly implemented
4. Not properly funded
5. Too many other
priorities
Odd Enhancers
1. On Strategy
2. Case study justified
3. Properly planned
4. Funded adequately
5. Clear priorities

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1. What is your Strategy?
Clear identification of strategy relative to others in the
market as seen through the eyes of the customer.
Price Meals Lounges
Seating
Choice
Hub
Connections Friendly Speed Frequency

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Typical Competitive Map Example
#3
#2
#1
High
Low
Techn
Cap
RelnProduct
Breadth
Lead
Time
Tech
Spt
QualityRaw
Mat
GlobalPrice

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2. Case Study Justified
Vet each initiative or idea against what matters most to
the success of the organization and pursue those that rank
the highest

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Decision Criteria
Maximize Business Value
Strategic Fit Consumer Acceptance
Ability to execute Financial Implications
i. Appeals to target
ii. Strong and timely
demand
iii. They own the risk
i. Strategic Position
ii. Value Proposition
iii. Consistent with brand
i. Timing of product in product cycle
ii. Do we have the skill set/capability?
iii. Resource/Time required
iv. Opportunity Cost
i. Size of Opportunity (revenue)
ii. Net Present Value
iii. Size of investment
iv. Risk
v. Margin

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Decision criteria:
Opportunity evaluation (rank 1-5; 5 is top)
Write in criteria Option 1 Option 2 Option 3 Option 4 Option 5 Option 6

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3. Properly Planned
Determine activities and schedules as well as resources
required
Number Initiative Owner Duration Start End 2012
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 Measures 184 7/1/2012 1/1/2013
1.1 Establish dashboard measures 153 7/1/2012 12/1/2012
1.2 Communicate measures 15 12/1/2012 12/15/2012
1.3 Develop accountability measures for goals at leadership level 26 11/19/2012 12/15/2012
1.4 Approve goal measures and input into system 16 12/16/2012 1/1/2013
2 Performance Management ∞ 9/1/2012 12/31/2013
2.1 New meeting procedure 511 8/7/2012 12/31/2013
2.11 Review meeting recommendations 115 8/7/2012 12/1/2013
2.12 Communicate new meeting structure (assumes project mgmt) 30 12/1/2012 12/31/2013
2.13 Implement new meeting structure (track through proj. mgmt) 90 1/1/2013 3/30/2013
2.14 Revise meeting structure to meet needs 30 3/30/2013 4/30/2013
2.2 Develop training programs for select individuals 60 11/1/2012 12/31/2013
2.21 Research training options (skills, leadership) 50 11/1/2012 12/20/2012
2.22 Discuss training plans with individuals 30 1/1/2013 1/31/2013
2.23 Formalize training plan; integrate with corporate training 30 1/1/2013 1/31/2013
2.34 Implement and track 330 2/1/2013 12/31/2013
2.35 Review and adjust as needed 60 6/1/2013 9/1/2013
2.3 Implement goal measurement (see 1.4) 16 12/16/2012 1/1/2013
2.31 Quarterly review of goal measures 3 3/31/2013 12/31/2013
Consider implementation of performance management tool 146 8/7/2012 1/1/2013
3 Top Account Profitability Plans 511 7/1/2012 12/31/2013
3.1 Communicate template to sales reps accountable for identified
top nine accounts
5 11/26/2012 11/30/2012
3.2 Review plan drafts in a one day session 90 12/1/2012 2/1/2013
3.3 Final plans due 60 2/1/2013 3/31/2013
3.4 Track plans monthly in sales meetings 240 4/1/2013 11/30/2013
4 Outside In 395 12/1/2012 12/31/2013
4.1 ID of info available and potential applications revised per budgets 30 12/1/2012 12/31/2012
4.2 Cross train other users (PM) 30 12/1/2012 12/31/2012
4.3 Review data applied; ID additional data needs; make budget rec. 150 6/1/2013 11/1/2013
5 Product Life Cycle Management 511 7/1/2012 12/31/2013
5.1 ID categorization criteria 31 12/1/2012 1/1/2013
5.2 Run data into template 31 12/1/2012 1/1/2013
5.3 PM categorizes products 15 1/1/2013 1/15/2013
5.4 Review categorization with sales and PD 15 1/16/2013 2/1/2013
5.5 Update template based on use 31 5/1/2013 5/31/2013
Categorize product again and review with sales and PD 31 6/1/2013 6/30/2013
2013
.

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4. Adequately Funded
What is the source of funds? Must you stop something else
before you invest? What can you stop that no one will miss
and you do for ego or tradition?

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5. Specific priority ranking
Initiative Importance Urgency Champion
1. Front End Product Identification
 Study trends and product
performance history
95.1 H Pat
2. Product Development Process
 Stage gate
 Process of quotes from factory
95 H Kari
3. Price Strategy and Quotes 90 H Sandy
4. Sales Plan
 Target customers
 International
89 H Don
5. Well Defined Roles-Organizational
Structure
 Job descriptions
 Document key tasks
57 H Don
6. Brand Strategy Plan 85 H Erin
7. Resource Allocation: People Time 78 H Sandy
8. Order Management 76 H Cameron and Leigh
9. Info Sharing on Product in Pipeline 55 H Kari
Imperative to assign a rank to each initiative to manage
resources and return

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Ranking Initiatives
Initiative Impt Urgency Champion
1.
2.
3.
4.
5.
6.

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Competitive Map (proprietary)

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