The Oseme Strategic Framework For Organizational Finance


By M. Isi Eromosele

Oseme Finance presents a set of strategic components that commence with a detailed review of your organization’s strategy and concludes with an improvement in your shareholder value.

The Oseme Strategic Framework for Organizational Finance is based on the interaction of four cross-functional business processes that deal with strategy development, value creation, multi-channel integration and performance assessment. These processes make a greater contribution to organizational prosperity collectively than they do individually, and must therefore be treated as an integrated and iterative set of activities.

The Strategic Framework for Organizational Finance
 Strategy Development Process

Where are you and what do you want to achieve in your marketplace?
Who are the customers that you want and how do you segment them?

We implement components of the Oseme Strategic Framework for Organizational Finance in the context of your overall business strategy. The strategy development process therefore demands a dual focus on your organization’s business strategy and its customer strategy and how well the two interrelate.

Business Strategy

A comprehensive review of your business strategy will provide a realistic platform to implement the Oseme Finance Strategic Framework, as well as generate recommendations for general improvement. We enable your organization to fully understand its own competencies within a competitive context in order to be able to transfer them to the customer as customer value.

Customer Strategy

The other half of the strategy equation is deciding which customers you want most to attract and keep, and which customers you would prefer to be without. Finding your niche and growing it is vital. While the prior review of business strategy will be instrumental in reaching a judgment on broad customer focus, consideration of the following customer issues help to refine customer selection and thus customer strategies.





Value Creation Process

How should you create and deliver value for your customers?
How should you maximize the lifetime value of the customers you want?

The value creation process is concerned with transforming the outputs of the strategy development process into programs that both extract and deliver value. A balanced value exchange will ensure that both parties enjoy a good return on investment, leading to a good relationship.

Customer segment lifetime value analysis

To decide the relative amount of emphasis you should place on customer acquisition and retention, it is necessary for you to understand acquisition and retention economics at segment, or better yet, individual level. The key metric we use to evaluate customers’ profit potential is customer lifetime value (CLV), which is defined as the net present value of the future profit flow over a customer’s lifetime, or the duration of the account.

The Multi-Channel Integration Process

What are the best ways for you to get to customers and for customers to get to you?
What does the “perfect customer experience”, deliverable at an affordable cost, look like?

The multi-channel integration process involves decisions about the most appropriate combination of channels; how to ensure the customer experiences highly positive interactions within those channels and where customers interact with more than one channel, how to create and present a “single unified view” of the customer. To determine the nature of your business’s customer interface, it is necessary to consider

Channel suitability: The most appropriate choice of channel or channels for your company will be the one that is most attractive to the end consumers in your target market segment. We will help you create a high level of attraction determined by your company’s ability to create customer value relevant to those customers’ needs.

Channel structure:  We will help you organize the channels to influence the success of your multi-channel strategy. This will be primarily achieved by utilizing new technologies that have opened alternative and improved paths to market.

Performance assessment process

How can you create increased profits and shareholder value?
How should you set standards, develop metrics, measure your results and improve your business performance?

The performance assessment process ensures that your organization’s strategic business aims are being delivered to an appropriate and acceptable standard, and that a basis for future improvement is established.

Despite some overlap, shareholder results provide a “macro” view of the overall relationships that drive performance, while performance monitoring gives a more detailed “micro” view of metrics and key performance indicators.

M. Isi Eromosele is the President | Chief Executive Officer | Executive Creative Director of Oseme Group - Oseme Creative | Oseme Consulting | Oseme Finance
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