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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
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
Copyright Control © 2012 Oseme Group
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