1. BMA Chicago
January 16, 2013
© 2013 Valkre Solutions, Inc.

2. Why GE Turned to DVP
According to ISBM the most critical challenges
for business leadership to solve are:
• “More effectively quantify and communicate value created
for customers”
• “Develop approaches to better understand what
customers really need”
• “Find, sense, identify and assess new opportunities for
organic growth”
Motherhood and Apple Pie?
No. The difference
B-to-B Marketing Trends Study 2012
today is Speed
2 © 2013 Valkre Solutions, Inc.

3. Business Challenges Addressed
DVP has transformed and improved our approach to these challenges
Marketing Sales
 Identify new product and service  Establish collaboration framework
offerings in a competitive market with a Strategic Account
 Define and quantify a Value  Prepare for upcoming deal
Proposition
 Build joint growth plan with
 Understand gaps/reasoning behind
disappointing products/services customers
 Develop customer-informed growth  Repair weakened/damaged
plans customer relationships
 Correlate value creation to value  Create organizational accountability
capture to execute on behalf of customers
 Create internal alignment on what is
 Engage customers off-cycle
valuable to customers
3 © 2013 Valkre Solutions, Inc.

4. DVP and Speed
20 P&L’s, 5 continents, 40 applications … in 1st year
4 © 2013 Valkre Solutions, Inc.

5. Valkre is a System for Growth
•
DVP® Method
Improve Sales: Purposed Value Data
+ •
Render® Software:
Speed, Scale and Cost
• Improve Marketing: Big Insights • Skill the Organization
4% 2% 5% 7%
Brand Service Service Service
Name Offering Offering Offering
Logistics
Logistics
Logistics
Product Product Product Product
Offering Offering Offering Offering
Internal Customer Customer Target
Opportunity
5 © 2013 Valkre Solutions, Inc.

6. DVP Method
Proven path to execute quickly and effectively that delivers impact every step of the way
INTERNAL CUSTOMER PROMISE
ALIGNMENT UNDERSTANDING MANAGEMENT
“More effectively quantify “Develop approaches to “Find, sense, identify and
and communicate value better understand what assess new opportunities
created for customers” customers really need” for organic growth”
Internally model how you are Structured, collaborative customer Create accountability on both sides
differentiated from competition and conversations to bring a rigorous and by linking customer voice to action
position DVP with Customers forward looking customer viewpoint and results
 Deal preparation  Commercial innovation  Closed loop communication
 Quantify Value  Understanding gaps  Measure results
 Organizational clarity  Growth plans  Line of sight accountability
6 © 2013 Valkre Solutions, Inc.

7. The DVP Framework
Differential profit for
10% 7% + 5% = 12% DVP% your customer
=
Service
Amount of revenue
offering together
Service
25% offering
Product Service
offering offering 40% DVP attributes
50% 50%
• How investments impact profits
Product
offering Product
• Add up to 100 points, forcing
40% offering tradeoffs and prioritization
20%
Logistics • Backed up by rich qualitative detail
25% and economic rigor
Logistics Logistics Logistics
20% 50% 30%
Sales
25% Sales
Sales
15%
10%
Internal Customer Incremental Target 4 perspectives to build highest priority
view view opportunity opportunities and quantify impact
7 © 2013 Valkre Solutions, Inc.

8. DVP process … long-term customer engagement
Discover Analyze Decide Execute Measure
Timeframe 1 month 1 month 1 month 1 month Ongoing
Activities • Align with • Conduct 90- • Build action • Execute and • Measure DVP
internal min listening plan based on document improvement
leadership on sessions with top opp’ties progress and financial
DVP in cross- customers • Align on • Communicate outcomes
functional • Convert preliminary progress
sessions interview data execution plan internally and
• Discuss DVP into top with
with customer differentiators customers
& top opp’ties
Customer • Preliminary • Interviews • Opportunities • Execution plan Monthly virtual
touch-points discussions • Hypothesis & action plan and metrics meetings
refinement
Deliverables • Internal DVP • Customer • Target DVP • Scorecard • Progress
DVP • Action plan updates
• Opp’ty DVP
8 © 2013 Valkre Solutions, Inc.

9. Render® Customer Value Software
Render is the outcome of more than four years of sales and marketing innovation…speed enablement
• Holds the DVP process together
and enables speed and scale
• Sofware-as-a-Service and big
companies
• Marketing’s growing role in
technology
• The changing landscape of central
vs. decentralized buying
• Collaboration enablement
• Stuff on the horizon
9 © 2013 Valkre Solutions, Inc.

10. GE shared their DVP experience at the BMA
DVP Impact: GE International Conference
“…what we have learned about
DVP is that this is truly a
revolutionary process whereby we
can build a great partnership with
our customers, take from
wherever we are today and take it
to a higher level down the road...”
– Steve Liguori
Executive Director, Global Marketing
General Electric
10 © 2013 Valkre Solutions, Inc.

11. Take Away
It is an Exciting Time to be in
Marketing!
11 © 2013 Valkre Solutions, Inc.