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SMO Series: Strategy Management Processes

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http://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394

The Strategy Management Office (SMO), also referred sometimes as the Office of Strategy Management (OSM), is the team responsible for managing the Corporate Strategy of the organization.

The ultimate role to execute Strategy lies with the line managers and employees, but without a core command and coordination office (i.e. the SMO), Strategy is either skipped from key processes or the processes are ineffectual across business units, causing poor Strategy execution.

This presentation is the second in a series of 3. It dives deep into the 9 cross-functional processes that should be run by the Strategy Management Office. These are split into 3 categories:

>> CORE PROCESSES
1. Scorecard Management
2. Organization Alignment
3. Strategy Review

>> DESIRABLE PROCESSES
4. Strategic Planning
5. Strategy Communication
6. Initiative Management

>> INTEGRATIVE PROCESSES
7. Planning/Budgeting
8. Workforce Alignment
9. Best Practice Sharing

This deck also includes for you to use in your own business presentations.

Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.

Source: SMO Series: Strategy Management Processes PowerPoint document

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SMO Series: Strategy Management Processes

  1. 1. This is an exclusive document to the FlevyPro community - http://flevy.com/pro Framework Primer SMO Series: Strategy Management Processes Presentation created by Scorecard Manageme nt Organizatio n Alignment Strategy Reviews Best Practice Sharing Strategic Planning Workforce Alignment Strategy Communi- cation Initiative Manageme nt Planning/ Budgeting Strategy Management 1 2 3 4 5 67 8 9
  2. 2. 2This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview SMO Overview Core Strategic Management Processes Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  3. 3. 3This document is an exclusive document available to FlevyPro members - http://flevy.com/pro This presentation dives into the 9 cross-functional processes run by the Strategic Management Office Presentation Overview There are reported Strategy implementation failure rates that hover around 60-90%— companies set Strategic Plans with specific targets but few achieve them. The Strategy Management Office (SMO), also referred sometimes as the Office of Strategy Management (OSM), is the team responsible for managing the Corporate Strategy of the organization. The ultimate role to execute Strategy lies with the line managers and employees, but without a core command and coordination office (i.e. the SMO), Strategy is either skipped from key processes or the processes are ineffectual across business units, causing poor Strategy execution. This presentation is the second in a series of 3. It dives deep into the 9 cross-functional processes that should be run by the Strategy Management Office. These are split into 3 categories: CORE PROCESSES Scorecard Management Organization Alignment Strategy Review This deck also includes for you to use in your own business presentations. 1 2 3 DESIRABLE PROCESSES Strategic Planning Strategy Communication Initiative Management INTEGRATIVE PROCESSES Planning/Budgeting Workforce Alignment Best Practice Sharing 4 5 6 7 8 9 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  4. 4. 4This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview SMO Overview Core Strategic Management Processes Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  5. 5. 5This document is an exclusive document available to FlevyPro members - http://flevy.com/pro There are 9 cross-functional processes that should be run by the Strategy Management Office SMO Overview – 9 Key Strategy Management Processes For a more in-depth overview of the SMO, refer to this framework: https://flevy.com/browse/flevypro/smo-series-strategic-management-office-smo-primer-3393 There are 9 key Strategy Management Processes, categorized under 3 groups: Scorecard Management Organization Alignment Strategy Reviews Best Practice Sharing Strategic Planning Workforce Alignment Strategy Communi- cation Initiative Management Planning/ Budgeting Strategy Management 1 2 3 4 5 67 8 9 Desirable SMO Processes Integrative Processes Core Processes Source: Creating the Office of Strategy Management, Kaplan, Norton, 2005 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  6. 6. 6This document is an exclusive document available to FlevyPro members - http://flevy.com/pro The desirable SMO processes already exist—by increasing the role of the SMO, these processes become more tightly linked to Strategy execution SMO Overview – Roles and Responsibilities The Integrative Processes are those that are run by the senior management whereas the SMO integrates Strategy for these processes. The Desirable SMO processes are performed by existing organizational units. These processes should eventually be incorporated into a central organization with strategic focus. The integrative processes fall under the natural domain of other functions where the SMO plays a coordinating role, ensuring that the processes are closely incorporated with the enterprise Strategy. The chart believe delineates whether SMO should or should not run each of the 9 key Strategy Management processes. Source: Creating the Office of Strategy Management, Kaplan, Norton, 2005 Scorecard Management – Design and report on the BSC measures 2 Organization Alignment – Ensure all business and support units are aligned with the strategy 1 3 Strategy Reviews – Shape the agenda for management strategy review and learning meetings Strategic Planning – Help the CEO and executive team formulate and adapt the strategy 5 Strategy Communication – Communicate and educate employees about the strategy 4 6 Initiative Management – Identify and oversee management of strategic initiatives Planning/Budgeting – Link financial, human resources, information technology, and marketing to strategy 8 Workforce Alignment – Ensure all employee’s goals, incentives and development plans link to strategy 7 9 Best Practice sharing – Facilitate a process to identify and share best practices Strategy Management Process SMO Role CFO, HRO, CIO, CMO HRO CKO Key SMO must run the process SMO should run the process X SMO integrates strategy to a process run by someone else (X) CFO: Chief Financial Officer HRO: Human Resource Officer CIO: Chief Information Officer CMO: Chief Marketing Officer CKO: Chief Knowledge Officer Core Roles Desirable Roles Inte- grative Roles The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  7. 7. 7This document is an exclusive document available to FlevyPro members - http://flevy.com/pro The Strategy Management Office has a pivotal role in achieving integration and alignment SMO Overview – Strategy Integration and Alignment Due to SMO’s coordination, previously incongruent, disarranged, or missing management processes are performed in an integrated fashion to deliver tangible results. The SMO is responsible to ensure that all management processes are cohesive and are in perfect alignment with the Strategy. Enterprise strategy planning Organization planning Strategic manage- ment process Management control & learning Workforce planning CEO/Executive Team Annual Cycle Q2 Q3 Q4 Financial planning Planning/Budgeting Budgets Plans Initiatives Finance IT HR Employee alignment Personal goals Employee incentives Personal development Develop business and support unit scorecards Align the organization Corporate and business units aligned Business and support units aligned Board of Directors aligned Q1 Strategy reviews Initiative management Best practice sharing Strategy communication Review and update strategy Clarify vision Develop the corporate scorecard/ strategy map Define corporate strategy BSC Team Projects LOB Leaders Support Unit Leaders CFO, HRO, CIO, CMO HR Chief Knowledge Officer Corporate Communication 4 1 2 1 7 8 3 6 9 5 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  8. 8. 8This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview SMO Overview Core Strategic Management Processes Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  9. 9. 9This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW The SMO facilitates in translating the updated Strategy into the scorecard map and objectives during the annual Strategy meeting Core SMO Process – Scorecard Management The SMO in coordination with the internal audit department ensures the authenticity and consistency of the data reporting processes. ROLE The responsibilities of the SMO during the Scorecard Management process entail: Lead the discussion about whether the executive team wants to change any BSC measures. Upon approval of the yearly objectives and measures, the SMO coaches the executive team in identifying strategic initiatives required to achieve targeted performance on the BSC measures. Conduct trainings on the BSC management system during the year, and serve as the central organizational resource to educate, coach, and support local project leaders about the BSC methodology and tools. Appoint the metric owners and people that collect and report the data with the desired frequency, and oversee the process of data collection and reporting. Select the BSC software system to draw information automatically from data warehouses. Standardize Balanced Scorecard terminology and measurement definitions across the organization. Operating managers tend to skew the data to report a better outlook of the effectiveness of their short-term initiatives and results, the SMO is primarily responsible for the integrity of the reported BSC data. The organizational Balanced Scorecard is inherently owned by the SMO, which has a significant role in the Scorecard Management process.The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  10. 10. 10This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW The SMO assists the organization in developing a consistent view of Strategy—e.g. the identification & realization of corporate synergies Core SMO Process – Organization Alignment Organizational alignment is typically not managed as a process, the SMO enables the development and communication of Balanced Scorecards across the entire organizational ladder. The SMO is responsible for the following tasks during the organizational alignment process: Defining, on the corporate scorecard, the synergies to be created through cross-business behavior at lower organization levels Linking business unit strategies and scorecards to Corporate Strategy Linking support unit strategies and scorecards to business unit and corporate strategic objectives. Linking external partners, such as customers, suppliers, joint ventures, and the board of directors, to the organization’s Strategy Organizing the executive leadership team’s review and approval process of the scorecards produced by the business units, support units, and external partners. ROLE Realizing organizational alignment is the key discriminator between successful and unsuccessful implementers of the Balanced Scorecard. This helps creates focus and coordination between complex business units. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  11. 11. 11This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW Strategy Review meetings are essential to evaluate the Balanced Scorecard and outcomes of Strategy Core SMO Process – Strategy Reviews The SMO has a pivotal role in the Strategy Review process—from updating the top management, to monitoring progress on plans, to setting agenda for the meetings. The roles and responsibilities of the SMO during the Strategy Reviews process are: To brief the CEO, in advance of the Strategy review management meetings, about strategic issues identified in the latest Balanced Scorecard. – The briefing shapes the agenda of the meeting so that the focus remains on Strategy review and learning, rather than just on short-term financial performance and fire-fighting. To observe the meeting and determine the action plans. To follow up after the meeting to ensure the implementation of action plans. As the Board of Directors plays a critical part in analyzing and directing the Strategy, the SMO with the assistance from the Chief Financial Officer prepares information briefs and agenda for board meetings. ROLE The monthly management meeting provides the basis for overseeing the Strategy Management process. It provides a way to review Balanced Scorecard performance and tweak strategic interventions. The process also entails underlying hypotheses testing, learning, and commencement of new initiatives. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  12. 12. 12This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW Strategy is not an annual event—we should constantly communicate, test, and modify the formulated Strategy to gather concrete feedback Desirable SMO Process – Strategy Planning The BSC data should be regularly discussed by the executive team at management meetings—Strategy needs to be modified if the hypotheses are found invalid. The following are the key roles and responsibilities during the Strategy Planning process: The SMO should gather and scrutinize the strategies that arise internally from the organization so that the executive team can consider adopting innovative ideas suggested by employees. The executive team should analyze the existing Strategy regularly. This encompasses testing hypotheses about cause-and-effect relationships between internal actions and their impact on customers and shareholders. The Balanced Scorecard (BSC) metrics provide consistent evidence to validate the hypotheses. In many organizations, the Balanced Scorecard project originates outside the SMO. As the project team assumes the broader responsibilities to sustain the process, it operates separately from the Strategy planning office. To avoid duplication of effort and any barriers between planning and execution, such separation should be removed and eventually companies should integrate the 2 functions into a single SMO. ROLE Strategy formulation and Strategy execution are a cyclic process. The Strategic Planning process encompasses external and internal competitive analysis, scenario planning, conducting annual Strategy meetings, and coaching the executive team on strategic options. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  13. 13. 13This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Effectively communicating the Strategy to people across the board is vital for the organization Desirable SMO Process – Strategy Communication Employees should hear about the Strategy directly from the CEO—the SMO should assist in creating the Strategy message delivered by the CEO. OVERVIEW Efficient communication with employees about Strategy and the Balanced Scorecard metrics, objectives, and interventions is critical to engage employees in achieving strategic goals. In decentralized decision-making environment, the SMO communicates the BSC to the people to influence deeper understanding of the company’s Strategy in all departments and functions. ROLE The following are the key roles and responsibilities during the Strategy Communication process: The entity responsible for the Strategy communication process varies from enterprise to enterprise. At some places, the corporate communications department creates and conveys the messages utilizing multiple methods and mediums. The SMO plays a coordinating role at such places that includes evaluating the content and frequency of messages. Organizations where the corporate communications group has limited focus on Strategy, the SMO takes a primary responsibility for communicating Strategy to employees there. The SMO must consistently ensure that training and education programs about the BSC are included in employee education programs, such as those run by the corporate university, and in new employee training and orientation programs. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  14. 14. 14This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW Ideally, the strategic initiatives should be managed discreetly from everyday operations Desirable SMO Process – Initiative Management The SMO tracks and presents the progress of projects at management meetings. The following are the key roles and responsibilities during the Initiative Management process: The executive team ascertains strategic initiatives—e.g., total quality management programs or technology investments to improve operations and customer service—during the annual planning process. They should regularly assess and re-prioritize entire portfolio of strategic initiatives. The SMO examines all strategic initiatives and ensures that they are being managed appropriately. They should be mandated to eliminate the projects that are offering no strategic value. The SMO ensures that all strategic projects have adequate resources and importance. For strategic initiatives that are actively managed by an existing organizational unit, the SMO, acts as a coordinator, reports to the executive team on the project status, and intercedes only in case of behind schedule or over budget projects. ROLE Strategic initiatives are discretionary interventions—usually cross-departmental and inter- organizational—to help accomplish strategic objectives. The strategic initiatives drive change and deliver positive results. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  15. 15. 15This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW A proactive SMO has a profound role in effective planning and budgeting—consistent with the Strategic Plans Integrative Process – Planning and Budgeting The SMO also makes sure that the marketing plans are consistent with the Strategy’s customer value proposition and targeted market segments. The following are the key roles and responsibilities during the Planning and Budgeting process: The SMO collaborates with the finance department to ensure that budget targets are in line with those established in the Strategic Planning process. The SMO ensures that financial plans and budgets incorporate funding and personnel resources for strategic initiatives. Many strategic initiatives are often cross-functional and cannot be financed through the budgets of functional departments. The SMO coordinates with the human resources office to ensure that staffing, coaching, and resource development initiatives are in line with the skills needed. The SMO helps the IT department in the identification and selection of systems, tools, and programs that are of significant value to achieve BSC strategic goals. ROLE Linking budgeting, human resources planning, technology investments, and marketing initiatives to Strategy is critical for the organization and this is where a clearly laid out SMO assists. Lack of an operational SMO renders the functional plans too tactical, and implementation of an integrated Strategy difficult. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  16. 16. 16This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW The SMO is of immense help in augmenting the human capital processes and linking employee development to Strategy Integrative Process – Workforce Alignment The SMO aids in achieving improved human resource functions by linking employee development to Strategy. The following are the key roles and responsibilities during the Workforce Alignment process: The human resources department and the Strategy Management Office should have a mutual goal and work collaboratively to link employee focused processes to Strategy. – This ensures alignment of employee goals and objectives, rewards, recognition, and development plans with the strategic objectives and making Strategy everyone’s responsibility. ROLE Setting achievable employee goals, realistic compensation, and robust personal and leadership development are all employee focused processes that the human resources unit often finds challenging to achieve. The development of human capital is significantly improved when these processes are aligned with the Strategy. The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  17. 17. 17This document is an exclusive document available to FlevyPro members - http://flevy.com/pro OVERVIEW The SMO role also encompasses communicating best practices across the board Integrative Process – Best Practice Sharing In organizations lacking a designated chief learning officer, the SMO plays a key role in transferring ideas and best practices throughout the organization. The following are the key roles and responsibilities associated with the Best Practice Sharing process: The SMO should facilitate the identification and communication of best practices throughout the organization. – This entails helping ideas reach across departmental, functional, and business unit boundaries. In organizations with a strong and active chief knowledge or learning officer, the SMO plays a coordination role in this process. ROLE Innovation and ideas on improving strategic outcomes can spark anywhere in the organization. These ideas are worth considering, and are applicable to various units and functions.The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  18. 18. 18This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview SMO Overview Core Strategic Management Processes Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  19. 19. 19This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 9 Key Strategy Management Processes – TEMPLATE Insert bumper. Scorecard Management Organization Alignment Strategy Reviews Best Practice Sharing Strategic Planning Workforce Alignment Strategy Communi- cation Initiative Management Planning/ Budgeting Strategy Management 1 2 3 4 5 67 8 9 Desirable SMO Processes Integrative Processes Core Processes Source: Creating the Office of Strategy Management, Kaplan, Norton, 2005 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  20. 20. 20This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline SMO – 9 Key Strategy Management Processes – TEMPLATE ALTERNATE Insert bumper. Desirable SMO Processes Integrative Processes Core Processes Organization Alignment Scorecard Management Strategy Reviews Strategic Planning Strategy Communication Initiative Management Planning/ Budgeting Best Practice Sharing Workforce Alignment 2 1 3 4 5 6 7 9 8 Strategy Management Source: Creating the Office of Strategy Management, Kaplan, Norton, 2005 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  21. 21. 21This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Strategy Management Insert headline 9 Key Strategy Management Processes – TEMPLATE ALTERNATE Insert bumper. Planning/ Budgeting Best Practice Sharing Workforce AlignmentOrganization Alignment Scorecard Management Strategy Reviews 2 1 3 Core Processes Desirable SMO Processes Integrative Processes Strategic Planning Strategy Communication Initiative Management 5 4 6 8 7 9 Source: Creating the Office of Strategy Management, Kaplan, Norton, 2005 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  22. 22. 22This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Download 100s of similar frameworks from the FlevyPro Library: https://flevy.com/pro/library/frameworks The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  23. 23. 23This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Need more frameworks? Download our Complete Business Frameworks Reference Guide, a 350+ slide compilation of 50+ frameworks, on Flevy The Complete Business Frameworks Reference Guide is a best selling document on Flevy. It is 350+ slides--covering 50+ common management consulting frameworks and methodologies. A summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance. This reference guide is great for those who need a refresher on common frameworks, as well as be introduced and learn new useful frameworks. You can find this document here; http://flevy.com/browse/business-document/complete- consulting-frameworks-toolkit-644 The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  24. 24. 24This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com The content on this page has been partially hidden. FlevyPro members can download the full document here: https://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394
  25. 25. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

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More Information: http://flevy.com/browse/flevypro/smo-series-strategy-management-processes-3394 The Strategy Management Office (SMO), also referred sometimes as the Office of Strategy Management (OSM), is the team responsible for managing the Corporate Strategy of the organization. The ultimate role to execute Strategy lies with the line managers and employees, but without a core command and coordination office (i.e. the SMO), Strategy is either skipped from key processes or the processes are ineffectual across business units, causing poor Strategy execution. This presentation is the second in a series of 3. It dives deep into the 9 cross-functional processes that should be run by the Strategy Management Office. These are split into 3 categories: >> CORE PROCESSES 1. Scorecard Management 2. Organization Alignment 3. Strategy Review >> DESIRABLE PROCESSES 4. Strategic Planning 5. Strategy Communication 6. Initiative Management >> INTEGRATIVE PROCESSES 7. Planning/Budgeting 8. Workforce Alignment 9. Best Practice Sharing This deck also includes for you to use in your own business presentations. Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead. Source: SMO Series: Strategy Management Processes PowerPoint document ABOUT FLEVYPRO FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.

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