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Think positively about the benefits and values that your idea brings to your customer
Benefits Case and Business Case often get confused and often the Benefits Case believed to be the Business Case
In our view, the Benefits case is produced much earlier in the process and has a small amount of financial information to underpin it and is high level, light touch Firstly, the financial detail to build a robust business case early in the process is probably lacking much of the detail required. Secondly, it must provide real examples as to genuine benefits (cashable, tangible and non- cashable) and these are best seen through the lenses of people and what value it brings, in our view.
The Benefits Case for a new line of biodegradable water bottles would explain the positive impacts on the environment, health benefits of drinking water, that it should increase market share, increase our brand image, become popular on a social media. It would have, a preliminary figures, google research market is $300bn in 2022, with just 0.01% market share we make p.a
Much easier to define?
A Benefits Realisation Framework needs to be developed
The product often doesn’t need all the bells and whistles.
You must look at your product from the eyes of your potential buyers -> will it address their needs and wants? How is your product going to help them achieve their goals? How much value will it will add value to them?
Two key concepts to consider (there are many more!)
1 The Minimum Marketable Features (MMF)
The least amount of functions product must be offer for a customer to see any value
2. The Minimum Viable Product MVP
The point when you’ve spent the least amount of effort, time and money but have something that is usable (even a prototype) and should help answer the question: Is this the right product to build?
Getting early market feedback is key
Even less than favourable feedback is invaluably positive, as it flushes out the reasons why people might not buy and avoids significant wasted investment.
Is it the price, the features of the product, who is likely to buy the product that is causing concern?
Risk Management (along with Assumptions, Issues and Dependencies - RAIDs) is a simple but powerful technique to bringing a pro-active approach to ensure your project, product or business itself grows successfully
It's your MOT, Highway Code, Traffic Report & SatNav
But its also often not thought about, nor used (!)
We ask ourselves why?
Firstly, RAID logs take time to develop and if not refreshed at regular intervals, they take ages to update. Secondly, they can become unwieldy, especially if a lot of information is dumped onto the RAID log. It is no longer a "log" but a complete Statement of Works
Thirdly, people don't like to be challenged or scrutinised (who wants to be shown up in front of their boss?)
Lastly, its not exciting - its very fact based and critical
Image this ....
Would you drive, without a document advising the Risks and knowing how to react before the risk is an issue?
A Highway Code is like a risk log, helping you anticipate future hazards enabling you to take mitigating action
How much detail is in your RAID log?
Does your MOT say "Tyre Tread Low" or does it say "Use the Internet to find a local garage, book an appointment, check your tyre size, think about time off work?"
How realistic are your Assumptions?
We assume it takes 20 minutes to the Airport. Did anyone challenge that's its a lot more in the rush hour. Does the traffic report validate that assumption? If the assumption is incorrect, what sort of issue may entail?
It may not be fun, but success is more likely than without
Does everyone enjoy to learn to drive? The exiting part is actually passing the test and driving yourself, but we go through the disciplines of learning to drive for the same reasons the discipline of RAID management should occur. Would you be happy if the roads were full of drivers without going through the basic discipline expected?
Two questions frequently asked
How much does a business case need to contain?
What does a business case need to contain?
There are thousands of examples and templates of business cases on the internet and you can become totally overwhelmed with what needs to be done. A good business case will have at least these key elements
Executive Summary - Strategy & Vision - Rationale - Context - Benefits - Success Criteria - Market Analysis - Competitor Analysis - SWOT & RAID Analysis - Stakeholder Requirements - Roadmap - Marketing & Sales Strategy - Communication Plan - Project Plan - Scope and Governance AND Financial Case
A Rough Business Case is needed at first with some of the above, but MUST be backed with a Rough Order of Magnitude (ROM) Financial Case
You can spend time an effort on market research, development of prototypes etc. and a good business case will take days to produce, but ultimately, will it make money and deliver a positive Return on Investment in reasonably short time?
Ultimately the main flinch test is a Financial Case
Use market feedback to help inform your business case, as you should now have a feel what features bring the real value and helps inform whether this is a premium priced feature, or an expected given, indicating the price range your buyers might consider
Consider the sensitivities. A very powerful part of the financial case should include sensitivities analysis. This often is overlooked as adding a layer of complexity.
However, as simple 3*3 array (9 cells) to look at costs doubling, costs halving, revenues doubling, revenues halving, with the remaining cells being revenue and cost forecast can quickly show whether the model is robust to change or sensitive to change. All significant parameters (big ticket items, high volume items) should be subject to sensitivity analysis and see how the end result varies.
Significant variances are high risk need a lot more focus
The Financial Case most often uses excel modelling
It is a key part of a business case, but Financial and Data models should exist across your organisation
Responsibility for modelling is for any team using numeric data or having an impact on £money. Too often we hear "Finance or Commercial team" needs to do XYZ
Document and prioritise High Level Requirements
Ensure requirements are grouped in a logical hierarchy. The requirement needs to be at the right level for its use
Which requirements support MVP and MMF (see above)
MoScoW (Must Have or Should Have, Could Have or Wont Have) is one very useful technique to determine what is the minimum set of features you could develop for your target market and that people would buy
Personas and Use Cases are also powerful tools to use when gathering requirements, as it forces you and your teams to consider the end person, or function, that you envisage utilising your product or service
As part of the validation process, feedback is likely to help shape your target market and further refine requirements, helping you decide what needs to be prioritised, or what can wait till a later date
What is your target market
Who are the likely buyers?
What is the £size of the markey
What % share of the market do you think you can win
What's the competitive landscape look like?
What geographic factors come into play?
Customer and Consumer behaviours
What are there purchasing habits and
Consider demographic impact (age, gender, attitude etc)
Other factors influencing buying patterns
Is the Buying Centre of your target customer understood?
These are just some factors to consider
Depending on where you are in your product or service development, or how mature your offering is in the market. This will determine how much information needs to be gathered and tested / documented
The same disciplines apply if you have existing products and existing market. They should be reviewed at least yearly (more often if there's a lot of market disruption)
Go To Market Plan (G2MP). Treat the development of this just like other strategy development•
What Are the Benefits of having a G2MP?
Common stakeholder views
•Standard activity checklists
•Documented standard process
•Not re-inventing the wheel
•Baseline for improvements
•Better customer reaction
•Reduced (internal) surprises
•Appropriate governance
•Higher speed to market
•Improved quality of launches
What Are the Risks Not having a G2MP?
•Confusion between teams
•Omissions of key activities
•Confusion what to do and when
•Time wasted re-inventing
•No benchmark to rate against
•Poor customer reaction
•Breakdown of internal comms
•Misdirected decision making
•Delays to launches
•Poor quality launches
We will bring our knowledge and experience to share with you and your teams
Our Founder and CEO alone has over 35 years direct broad hands-on experience in various blue-chip global technology companies, spanning grass root specialist roles to senior leadership positions, with deep experience of different functional areas, from R&D, Product Management & Marketing, to Sales and Account Management. We can tap into our vast and extensive network of associates and past colleagues if very specific areas of specialism are required, potentially bringing hundreds of years of experience to the table
In our lifetime, we have justified millions £pounds of investment to develop and launch new product ideas, with subsequent rapid market growth around the world
We are advanced Excel modellers and from time to time even develop VBA code.
Leveraging our knowledge and 35+ years experience of having "got many T-shirts" means that together we are likely to increase your product and market success
Generally you know you own product or market better than we will. A common push back against business consultants (especially from your teams) is "they have no clue what we do" (that's often true). If we know more about your product or market, we are likely to be in direct competition, or looking to form a partnership, with you
The service we are offering is to supplement your capabilities or capacity
We expect your teams to treat us a Critical Best Friend.
There will be times your team may feel concerned for two reasons
We put bringing value to you and your teams. Issues will no doubt surface, we aim to coach, mentor and help you and your teams improve
Ready to get started but just want to ask some questions first?
Get in touch with us today.
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