The Customer Value Portfolio
Predicting the Blockbusters:
How to Measure Customer Value
had to bet your salary three years from now on the success
and accuracy of your portfolio decisions today, which
products would you choose? Those based on today's financial
projections or those using today's highest customer value?
Blockbuster products like iPods and Swiffer Dusters are
rarely found at the end of some rosy hockey-stick NPV
estimate. Instead they lie squarely at the intersection of
high customer value, tight business strategy alignment and
lowest cost to develop.
company is looking for the best portfolio of products to
invest their limited human and capital resources in; so why
are companies frustrated over and over again by
under-forecast sales, lower than expected margins and
outright failures of new products?
there's just no way to accurately project the sales
potential of any development before it's even begun. Hence a
shift is quietly underway at leading companies to focus
their portfolios on customer value rather than net present
value. Why? Because customer value can be objectively and
quantitatively measured, and systems of various pedigrees
are already in place to do that at most companies.
audio conference will contrast old financial
projection-based approaches to the emerging best practices
in customer value-based portfolio management. Session leader
Wayne Mackey, one of the foremost experts in market-driven
product definition and quantitative methods, will also
outline ways to make this shift in your company.
participating in this 90-minute session, you will learn:
How to measure
customer value accurately
A quantitative view
of strategic alignment
Estimating the costs
to develop a new product, both inside and outside of
How to integrate
financial projections later
with customer value measurements to gauge the likelihood
of product success
miss this unique opportunity to bring your own experiences
(and questions) into the discussion and receive expert
feedback. The session will be a 60-minute presentation with
30 minutes interactive Q&A.
your whole team to join you - the fee is the same as long as
it's on one phone line, just put it on speakerphone!
About the Session Leader
Product Development Consulting, Inc.
Wayne Mackey's expertise
is grounded in over 20 years of hands-on management of large
engineering, manufacturing and procurement organizations.
Through his collaborative partnerships with clients he has
brought measurable and long-lasting improvements including
the reduction of development expense and product unit cost
by 35% and cycle time by 20% for one Fortune 100 company.
As a principal with
based in the Manhattan Beach, CA,
office, Wayne works with companies that want to achieve
rapid, measurable improvement in their product development
processes, including supply chain optimization, metrics
implementation, voice-of-the-customer analysis, benchmark
analysis and business strategy deployment.
Through his collaborative
partnerships with clients he has brought measurable and
long-lasting improvements including the reduction of
development expense and product unit cost by 35% and cycle
time by 20% for one Fortune 100 company. He led the
implementation of nine key supplier development processes
across a $662 million supply base for another client. This
resulted in cutting material costs by 41% while
simultaneously improving quality and cycle time.
Wayne has been an invited
chairman at many conferences and is a well-known industry
speaker. His talks include keynote addresses on Rapid
Organizational Change, Performance Improvement and Metrics
and Supply Chain Management. Wayne is an advisor on the
board of The Management Roundtable and has been published
numerous times in a variety of industry publications.
Wayne has a master of
science degree in engineering from Loyola Marymount
University and a bachelor of science degree in electrical
engineering and economics from Carnegie Mellon University.
He is a senior member of The Institute of Electrical and
Electronics Engineers (IEEE) and a member of the
International Council on Systems Engineering (INCOSE), the
IEEE Engineering Management Society, the Society of
Concurrent Engineering (SOCE), and the Product Development
and Management Association (PDMA).