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1. Business
Operational
Excellence Strategy
Your Company Name

2. Table of Contents
Slide No.
Title
Business Operations Summary
Operational Highlights
Milestones Achieved
Company Objectives
Operational Challenges
Partnering & Alliance Challenges
Checklist for Effective Business Partnerships
Risk Associated With Strategic Alliances
Organizational / Operational Setup Challenges
Operational Setup-Risk & Mitigation
Customer Service Related Challenges
Business Risk Associated With Customer Service
Slide No.
Title
Potential Sources of Revenue
Sales & Marketing Challenges
Risk Associated With Sales & Marketing
Company Strategy
Product Roadmap
Changes in Competitive Roadmap
Key Performance Indicators
Financial Summary: Base vs Stretch Plan
New Customer Acquisition Cost
Customer Lifetime Value
Calculating Customer Lifetime Value (CLV)
Operating Plan
2

3. Our Agenda
01
02
03
04
05
06
8:00-8:30am
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Agenda
8:30-9:00am
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Agenda
9:00-9:30am
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needs and capture your audience's attention.
Agenda
9:30-10:00am
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needs and capture your audience's attention.
Agenda
10:00-10:30am
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needs and capture your audience's attention.
Agenda
10:30-11:00am
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Agenda
3

4. Business Operations Summary
60
Total Customer
Complaint
Customer
Satisfaction Score
7/10
Net
Operating Margin
29%
Average Number Of
Orders Per Customer
12
Productivity
78%
Rework Rate
on the Job
10%
88%
Customer
Retention Rate
77%
Labor Utilization Rate
Ratio of billable hours to actual
working hours
Some general business
operations parameters to
determine performance have
been added in this slide
which can be altered based
on your requirement
4

5. Operational Highlights - FY 18
Q1 FY 18 Q2 FY 18 Q3 FY 18 Q4 FY 18
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Highlight 1
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Highlight 4
5

6. Milestones Achieved (Option 1 of 2)
2016
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2012
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2014
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2017
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2015
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2013
6

7. Milestones Achieved (Option 2 of 2)
7
Aug
FY17
Sep
FY15
Dec
FY14
Jun
FY16
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8. Retain the current
customer base
Increase market
share by X%
Increasing
revenue/customer by X%
Decrease
operational expenses
Closing X number
of sales by (date)
Company Objectives
8
These are some of the
common objectives which
are discussed during the
review meetings and can
be altered as per user
requirements

9. Operational Challenges
Challenges
Customer
Facing
Back-
Office
Entering the
market: sales /
marketing / PR
Customer
care / CRM
Organizational /
operations
setup
Optimize
revenue
sources
Partners &
alliances
Challenges have been
divided in to two parts: 1.
Customer facing 2. back
office challenges which
are further classified in to
5 sub-categories
9

10. Partnering & Alliances - Execution Stages
Identify Gaps
Comments:
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Investigate
Comments:
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Negotiate
Comments:
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Contract
Comments:
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Manage
Comments:
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Exit
Comments:
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Partner
Strategy
Execution
Key things to be kept in mind
while making this slide –
• Main outcomes desired
from the negotiation?
• What is our company’s
position? Partner
company’s position?
• Key points for each issue?
• Cost benefit analysis of
this partnership
10

11. Common Interest
Directing resources & capabilities to projects you consider as most important
Mutual Dependency
It arises by sharing risk, responsibilities, resources, competencies & benefits
Complementary Support
Focus on your firm’s resources on what you do best and tap to the resources of others for rest
Shared Core Competency
Develop a mechanism to leverage different types of competencies, resources, & capabilities
Effective Communication
Communication at all levels should be regular, open and transparent for effective decision making & solving business problems
Respect & Trust
It is one of the most effective mechanism for governing innovative business partnerships
Voluntary Nature
The partners have clear and common goals based on mutual benefits
Synergy
The value added by this partnership should be greater than sum of individual contributions
Checklist Effective Business Partnerships
11

12. Business Risk Associated With Strategic Alliances
Coordination Risk
When there is fundamental misunderstanding of
each other requirements due to complexity
associated with the task
Financial Viability Risk
When Strategic partner experiences financial
distress that limits its ability to meet your firms
requirement
Contribution Valuation Risk
When your firms non-monetary contribution to the
partnership will be undervalued by the partner
Financial Commitment Risk
When entering in to the partnership may expose the
firm to credit risk
Input Supply Risk
When Strategic partner is unwilling to supply raw
material in a timely manner to meet the firm’s
regular demand
Surge Capacity Risk
When Strategic partner is unwilling to supply raw
material in a timely manner to meet unusually
high, unexpected demand
Quality Performance Risk
When Strategic partner is unwilling to supply raw
material according to firm’s quality standards
Cost Renegotiation Risk
When Strategic partner will take advantage of
its position at a later date and seek unexpected
increase in the cost of raw materials
12

13. Organizational/Operational Setup Challenges
13
+ =
Increase the
Labor Workforce
40%
Increase the
Machinery
Production Capacity
30%
Which will
eventually result in
XX% Increase In
Production
xx%
This example has been
taken for a
manufacturing industry
where the production
need to be increased

14. Risk
Without proper planning & organizing restructuring, hiring more
workforce will increase the fixed cost of the company
Company might invest in Fixed Assets & increase the production
capacity but later they might face deficit in the in-hand orders & the
investment might turn out to be bad one
Risk Mitigation
Without proper planning & organizing restructuring, hiring more
workforce will increase the fixed cost of the company
A proper due-diligence needs to be conducted since investment
in fixed assets is a part of long term strategy
Operational Setup-Risk & Mitigation
14
Risk and Risk Mitigation
Strategies for a
Manufacturing company
has been taken as an
example in this slide

15. Customer Service Related Challenges
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Comments
Work Flow
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Comments
Computer/
Telephone User
Interface (CTI)
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Comments
Call
Handling
Scripts
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Comments
Less
Employee
Resources
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Comments
Sales &
Marketing
Strategies
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Comments
Cash Flow
15

16. 01 02 03 04 05 06 07
New methods to
improve
customer service
and reduce
related costs are
not utilized
Lack of
visibility of the
order status
along the
whole supply
chain
Inability to
respond to
market demands
caused by lack of
integration
among order-
entry systems or
due to
infrastructure
Lack of true
integration of
SCM and CRM
systems
Inefficient routing
protocols send
voice calls and
emails to
useless contact
details where
they are never
retrieved or
responded to
Inadequate staffing
provides for an
overloaded
workforce where
responses to
inquiries may be
unacceptably
delayed or never
answered at all
Web pages
are static (not
constantly
updated), thus
they do not
respond to
customer
needs and
demands
Business Risk Associated
With Customer Service
16

17. Risk Mitigation Strategies For Customer Service
Recognize
an unhappy customer
You can follow up with every customer or, at
the very least, a random sampling of
customers and ask them if all is well
Take
action
Empower employees to take steps necessary to
make problems right. Have a clear line of
communication they can follow when they need
help from a manager
Keep customers in
the loop
Make sure customers understand the steps
you’re taking to fix a situation. Update
customers often, even if the status remains
unchanged.
Use customer feedback to
your advantage
Seek out customer feedback through surveys
and via online searches. Respond to
complaints made online so others can see that
you care about the problems
Empower employees to make
nice gestures
Throwing in a little extra every now and then is a
strong builder of good will. You might waive a
late fee or throw in a free month of service.
There need not necessarily be a complaint first
Grease the squeaky
wheels
The loudest complainers are probably complaining
loudly to others, as well. These customers need a
little extra care to show them that you hear them
and care about their problems
Some general challenges
have been considered
which are faced in day-to-
day operations during
customer related service
17

18. Current Sources of Revenue
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Other grants
Local sales
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Council Tax
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attention.
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Retained income
Revenue support grant
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attention.
Others
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10%
25%
15%
8%
12%
30%
18

19. Coffee
Break
Let’s Have a Break, We'll Come Back
After 15 Minutes

20. Potential Sources of Revenue
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Government (fees & grants)
Social security
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Private Sources (contributions & grants)
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Others
Private Sources (fees & services)
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20
25% 20%
10%
15%
30%

21. Sales Reps Short on Sales Skills
Salespeople Reporting False or Misleading
Information to Sales Management
Salespeople Not Reporting
Crucial Information
Risk of Duplication
Theft , Pilferage and Damage may take
place during transportation and storage
No Reliable Automatic Way to
Track Sales
Sales & Marketing Challenges
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Some common
challenges faced
during sales and
marketing
21

22. Risk Associated With Sales & Marketing
Information Risk
The most corrosive business calamity
to shareholder value
Strategic Risk
With the explosion of data, quality cannot keep pace,
and uncontrolled data will lead to a major backfire
Ethical Risk
Executing the right strategy in the wrong
way
Tactical Risk
Choosing the wrong business
strategy
Sales & Marketing
22

23. Company Strategy
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04
03
01
02
23

24. Product Roadmap: Product Launch Deliverables -1
25%
2017
Product launch
deliverables
01 40%
2018
Product launch
deliverables
02
55%
2019
Product launch
deliverables
03
80%
2021
Product launch
deliverables
05
70%
2020
Product launch
deliverables
04
24

25. Product Roadmap: Product Launch Deliverables -2
Jan/13
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Feb/14
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Mar/15
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Apr/16
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May/17
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01
Phase 1 Phase 3
03
Phase 5
05
Phase 2
02
Phase4
04
25

26. Product Roadmap: Product Launch Deliverables
Product Family 2014 2015 2016 2017
Product 01
Product 02
Product 03
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
26

27. Product Roadmap
27
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28. Changes In Competitive Environment
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2014
2015
2016
2017
Weekly Monthly
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28

29. Changes In Competitive Environment
Competitive
Landscape
Brand 1 Brand 2 Brand 3 Brand 4
Competitive 1
Competitive 2
Competitive 3
Competitive 4
Competitive 5
Competitive 6
29

30. Key Performance Indicators Template-1 of 2
Day
Sales
Outstanding
% Sales
Lost to active
customers
Customer
Retention
Rate
Net
Promoter
Score
Cost of
goods
sold
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KPI
30

31. Key Performance Indicators Template-2 of 2
Area of focus # 1
01 Objective
02 Measures
03 Targets
04 Invites
Area of focus # 2
01 Objective
02 Measures
03 Targets
04 Invites
Area of focus # 3
01 Objective
02 Measures
03 Targets
04 Invites
Area of focus # 4
01 Objective
02 Measures
03 Targets
04 Invites
20% 35% 50% 90%
31

32. Financials Summary: Base Plan VS Stretch Plan
Financial Summary Base Plan Stretch Plan Comments
KPI1
KPI2
KPI3
Revenue
Cost of sales
Gross profit
Customer acquisition cost
Other operating cost expense
Operating profit
Change in cash
Ending cash
Employees(FTES)
32

33. Financials: Base Plan
Finance Summary Q1 Q2 Q3 Q4
KPI1
KPI2
KPI3
Revenue
Cost of sales
Gross profit
Customer acquisition cost
Other operating cost expense
Operating profit
Change in cash
Ending cash
Employees(FTES)
2017
33

34. Financials: Starch Plan
Finance Summary Q1 Q2 Q3 Q4
KPI1
KPI2
KPI3
Revenue
Cost of sales
Gross profit
Customer acquisition cost
Other operating cost expense
Operating profit
Change in cash
Ending cash
Employees(FTES)
2017
34

35. New Customer Acquisition Cost
Visitors
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Customers
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Leads
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COST PER CUSTOMER IS
$250.00
x100
$2,000
x8
x20
35

36. Customer Lifetime Value
0
2
4
6
8
10
Number
of
customers
Lifetime Value = (Average Order Value) X (Number Of Repeat Sales) X (Average Retention Time)
Inactive Nonprofit Able
Customer
20%
Active Profitable
Customers
60%
Very Active Very Profitable
Customers
20%
LOW
CLV
HIGH
CLV
MEDIUM
CLV
36

37. Calculating Customer Lifetime Value (CLV)
Complete CLV Year 0 1 2 3 4
Average acquisition cost 500 500 1,000 1,500 2,000
Average customer revenue - 300 600 900 1,200
Average customer costs - 290 ??? 255 ???
Average customer profit - 100% 60% 65% 70%
Customer retention rate - ??? 365 32% ???
Cumulative retention rate - ??? 785 ??? 1,211
Likely customer profit - 1.10 ??? ??? ???
Discount rate - ??? 457 784 546
CLV – per year 1 ??? 325 152 451
Cumulative CLV ??? 500 1,000 1,500 2,000
37

38. Operating Plan
Priority Actions
What System
Support/
Resources?
Who
Responsible?
When Done?
How To
Measure?
Annual Status
Priority Actions
# 01
Text Here Text Here - Text Here Text Here
- - Text Here - -
Priority Actions
# 02
- Text Here Text Here - Text Here
Text Here - - Text Here -
Priority Actions
# 03 Text Here - Text Here Text Here -
38

39. Hiring Plan
2
4.5 5 5.6
7.2
2.3
4
5.5
5.9
5.3
2
2.5
3.5
4.1
5
2
1.9
2
2.9
4.5
2.9
1.2
1.6
3.8
3.5
2.1
2.5
2.5
2
3
0
5
10
15
20
25
30
Q1 2017 Q2 2017 Q3 2017 Q4 2017 Q1 2018
Sales
Marketing
Support
Product
Finance
Engineering
39

40. Objectives Objective 01 Objective 02 Objective 03 Objective 04 Objective 05
Jan /30
Mar /12
Aug /10
Sep /17
Team Goals - Template 1 of 2
Rose Albert Robin Parker Jenny Smith Janna Levis John Hill
40

41. Team Goals (Template 2 of 2)
Team Q1 17 Q2 17 Q3 17 Q4 17
Engineering - Text Here Text Here Text Here
Product Text Here Text Here - Text Here
Marketing Text Here - - -
Sales - - Text Here -
Support Text Here - - -
Finance/Admin - Text Here Text Here Text Here
41

42. Risk Mitigation Strategies
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Risk
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Strategies
42

43. Icons For Business Operational Excellence Strategy
43

44. Additional Slides

45. Our Mission & Vision
45
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Mission
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Vision

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Customer Care
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Creative Design
01
02
03 This slide is 100% editable. Adapt it to your needs and
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Expand Company
About Our
Company
46

47. Meet Our Team
Editor
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JULIE PARKER
Marketing
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JOHN SMITH
Engineer
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JOHN JOHNSON
Manager
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LILLY DOE
47

48. Our Goals
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48

49. Comparison
70%
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Male
50%
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Female
49

50. Our Target
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50

51. 40%
55%
80%
Financial
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51

52. Circular
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01
02
03
04
05
06
07
52

53. Dashboard
75%
High
35%
Low
50%
Medium
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53

54. Location
North America
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South America
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35%
Africa
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70%
Australia
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25%
Asia
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40%
54

55. 2012-2013
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2013-2014
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2011-2012
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Beginning
Timeline
55

56. 2015-2016
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2014-2015
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2016-2017
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Timeline (Continued…)
56
Ending

57. SWOT
SWOT
Analysis
02
03
01
04
Weakness
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Opportunities
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57

58. 01 02
03
04
05
Lego
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58

59. This slide is 100% editable. Adapt it
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01 03
02
Silhouettes
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59

60. Venn
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75% 15%
32%
27%
24%
60

61. Important Notes
01 02 03 04
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61

62. Matrix
Dogs
Star Question Mark
Cash Cow
Low
High
High
Low
Market
Growth
Market Share
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62

63. Hierarchy
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06
01
02 03
04 05
07 08
63

64. Puzzle
01 02
03 04
05
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64

65. Idea
Generation
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66. 01
02
03
04
05
Funnel
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66

67. Our Charts
& Graphs

68. 0
10
20
30
40
50
60
70
80
90
100
$10 $20 $30 $40 $50 $60 $70 $80 $90 $100
Profit
(In
Thousands)
dollar (In Billions)
Product 02
Product 01
Product 03
Line Chart
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68

69. Area Chart
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0
10
20
30
40
50
60
70
80
90
100
FY 12
FY 11
FY 10
FY 09
FY 08
FY 07
FY 06
FY 05
FY 04
FY 03
FY 02
FY 01
Growth
In
Percentage
100%
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70. High- Low- Close Chart
Volume
Volume
High
Low
0
50
100
150
200
250
Close
70

71. Bar Graph
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2015 2016 2017
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71

72. Donut Pie Chart
72
✓ Product 01
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✓ Product 04
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✓ Product 05
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30%
25%
20%
15%
10%

73. Radar Chart
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0
5
10
15
20
25
30
35
05/02/2017
05/07/2017
05/12/2017
05/16/2017
05/22/2017
05/12/2017
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73

74. Column Chart
40 40 60 80 100 120 140
180 200
90 110
140
170
206
230
260
270
370
0
50
100
150
200
250
300
350
400
450
500
550
600
FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09
In
million
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74

75. Combo Chart
Sale(in
Percentage
)
0
10
20
30
40
50
60
70
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
120%
100%
80%
60%
40%
20%
0%
140%
Value Cumulative %
75

76. Thank
You
Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@gamail.com