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Chapter 11 The Return of the Mission Statement • 207


            back on the recognition of brand identity and brand loyalty, as one of
            the instruments that can be used to strengthen the brand if it’s not in
            the mission statement.
              Economic value added (EVA) can be of help in creating the right
            focus. EVA is a financial formula: the net earnings minus an appropri-
            ate charge for the opportunity cost of all capital invested in an enter-
            prise (capital charge). It requires management to focus on margin and
            invested capital. One can focus on margin by rigorous cost control in
            combination with minimizing price erosion. For strategic initiatives,
            there should be a concentrated discussion about whether they are to
            be funded by capital expenditure or out-of-pocket expenses, to maxi-
            mize the return. It is also important to perform a compliance bench-
            mark once in a while, to determine if the company indeed is complying
            with the highest standards.
              Although the mission statement can be translated effectively into the
            right performance indicators, we do not gain any insight on the
            specifics of the industry or the business model of the company from
            the mission statement.
              Key performance indicators of shareholder value include:

              • Margin
              • Profitability
              • Return on capital employed (ROCE)
              • Compliance benchmark


            Customer Value
            There is a gray area between brand value and customer value. The
            subtle difference would be in how the customer value proposition is
            translated. Brand value propositions describe the customer advan-
            tages in terms of what the products will do for them. Nike will bring
            innovation and inspiration. Anheuser-Busch brands will bring enjoy-
            ment. Customer value is just slightly different—it describes the result,
            such as a pleasant customer experience, or more tangible results,
            such as having to spend less effort, cost, or time on a certain service.
            Let’s look at the mission statement of British Telecom: “Primarily, we
            are passionate about customers. Every time we have contact with a
            customer, our aim is to deliver an excellent experience.” It is the
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