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Firms strive to develop and market quality products and services that customers value to distinguish themselves from the competition. While no exact blueprint exists for creating value through innovation and quality, exploration resulting in deviations from project baselines sometimes must occur to be effective. This paper proposes ways an organization can create customer value through project management innovation. In addition, this work examines the role of project managers within organizations and explores how their functions inhibit or help build customer value. With all parties aligned with and supportive of the desired task, including executive management, a collaborative effort will provide a cohesive setting for project managers to devise and implement innovative value-added products and processes., Introduction In recent years, project management has taken on a new light within many corporations. Fernandes, Ward, and Araujo (2015) highlight that 'project management has developed substantially as a discipline [...]

How firms can optimize value-added information from customers is discussed. The process involves an audit of the kind of information that the firms collect, and the determination if they have the technology and the manpower to collect the information. The information collection should be holistic, and customers should know how feedback was used to improve products and services.

In 1992 when the big three auto makers began experimenting with returnable containers, I was selling boxes to General Motors (GM)--a lot of boxes--and I remember doing the math to [...]

The concept of value-added selling has been a popular one for a number of years. In fact, I even have several friends who claim they are the inventors of the […]

Experience helps solve the material handling and information management puzzles. Each year the editors of Material Handling Engineering solicit the names of Material Handling Equipment Distributors Association (MHEDA) members who [...]

How SPX Corp. used EVA and stretch goals to turn a sputtering jalopy into a Formula One winner. Nearly every company adopting EVA, an acronym for economic value added [see [...]

Management consultants in the US are advocating the use of business process reengineering (BPR) in business management. BPR is defined as a revolutionary method of concentrating technological innovations and rethinking organizational processes to conform to present situations and achieve greater performance levels. BPR can be seen as a potential solution to problems in public sector organizations by being mindful of the definition of 'value' while considering specific alterations that must be made in the agency for the method to be effective.

Economic Value Added (EVA) is a corporate performance measure that aligns employee behavior with efforts to improve stockholder value. With EVA, performance incentives are based on the measure rather than the budgetary process to benefit both employees and stockholders. EVA is obtained by comparing profits with the cost of capital involved in obtaining these profits. After tax earnings that are larger than the cost of capital result in a positive EVA which, in turn, spurs an increase in stock prices., Many of the traditional corporate performance measures have been found to poorly correlate, or even conflict, with management's primary objective of maximizing the market value of a firm's stock. Now, [...]

Value-added services are everywhere. The dealership where you take your car for servicing now offers free loaner vehicles. The manufacturer of disposable contact lenses now gets them to you via […]

Over the past 20 years, bankers have toiled with a variety of risk management and profitability concepts, such as matched-maturity funds transfer pricing, duration analysis, and activity-based cost accounting. Today, interest has developed in value-at-risk (VAR) capital allocations and risk-adjusted return on capital (RAROC). Such tools are important to understand and implement when analyzing specific transactions; however, they may not be the best choice for portfolios or lines of business. This article describes a 'top-down' approach to risk management - easily understood and simpler to implement and lower in cost than traditional approaches - that complements VAR and RAROC using the economic value-added (EVA) concept. (Reprinted by permission of the publisher.), Many banking organizations are considering implementing sophisticated risk management systems for calculating value-at-risk (VAR) and risk-adjusted return on capital (RAROC), which was developed by Bankers Trust in the mid-1980s. The [...]

Managements are scrutinizing all business functions and discarding low-value culprits as quickly as they discover them. Yet surprisingly, some internal auditors seem to have little idea of how they add [...]

In 1970, a study was conducted that asked a large group of decisionmakers to rank the five most critical elements of their business relationship with a vendor. When the results […]

Organizations are looking to internal auditing departments to add value, improve cost controls, and solve problems. Attend any IIA meeting and you'll likely hear the expression 'adding value' pop up [...]

THE PLUSES & MINUSES OF 'VALUE-ADDED' Logistics pros discuss the merits of new strategies for winning customers. Companies are increasingly depending on their logistics departments to keep them competitive. Transportation [...]

It is advisable for manufacturers to ask their distributors what services and features are valuable to the customers. The distributor must work closely with the manufacturer to build an efficient system that will make the marketing process as productive as possible. Many distributors ask for the manufacturer's local inventory as part of the value-added service. In return, the manufacturer will have to train the distributors in the use and safety of the product., Ultimately the customer decides the value of a value-added service In today's business environment we are pushed to add value to the supply chain and eliminate waste. However, opinions differ [...]

A new system was developed which aims to achieve on-line quality control in injection molding operations. The system features is composed of three major components; an injection molding machine; MF/OPTIM; and SmartMold. The featuring of the on-line injection-control system reflects the potential of increasing profitability with economic value added (EVA) benefits through technological advances in injection molding software.

Three easy steps and four rules guarantee high economic value added (EVA) for companies. Companies should know more about EVA and understand that it is a better gauge of financial performance than earnings or return on net assets. They should also commit to EVA and have a coherent implementation plan. The implementation plan should be simple, evaluates projected cash flows rather than cost of capital, focuses on EVA growth and is suited to the company's need., Three steps and four rules that can lead to better decisions and rewarded shareholders. Eva[TM] (economic value added) is a measure of financial performance that combines the old concept of [...]

Value-added seafood offers retailers increased sales and improved customer loyalty. The American consumer today is more health conscious than ever. Couple that with busy lifestyles, two-income families and an increasing [...]

By Tom Reilly Organizations that fight within themselves cannot survive against those united under a common goal Value-added selling is a business philosophy that transcends a sales training course. It [...]

HOUSTON, Texas - Retailers and restaurants are beefing up promotions of the little-known flat iron steak. Kroger Co., in its Houston marketing area, promoted the steaks via billboards last summer [...]

Let customer data lead you to products and services that will loyalty. THERE ARE MANY REASONS FOR ENERGY COMPANIES TO OFFER VALUE-ADD products and services. Most often, companies are challenged [...]

Value-added services are everywhere. The dealership where you take your car for servicing now offers free loaner vehicles. The manufacturer of disposable contact lenses now gets them to you via […]

In the new millennium, working and living at a faster pace in a higher technical environment seems to be the norm. Conversations are faster, business terminology must be deciphered and [...]

Replace price conscious buyers with customers that appreciate value-added services It's a new year, and it's time to get out from under the customers who do nothing but beat you [...]

THERE'S NO QUESTION that the US pharmaceuticals industry brand is suffering. In recent surveys, our fellow Americans have put us at the bottom of the pack in terms of 'trustworthy' [...]

Companies can develop their competitive strategies along a new innovation-based theory which uses new indicators and discounts traditional economic and management accounting principles. Factors of innovation include resource availability, home market demand and sophistication, access to support industries, and local competition.

Senior managers should make use of forecasting models and remain aware of their own research and development activities in order to add more value to their products rather than compete solely on the basis of low price. Forecasting models should account for measures of cost commitment, quality, and lead-time reduction. Value-added products can command high prices.

It is important for financial advisers to make a conscious effort to earn and maintain the trust of their clients. Aside from the fact that maintaining existing clients is cheaper than finding new ones, satisfied customers benefit companies by bringing in referrals and generating word-of-mouth advertising. Insurance agencies can demonstrate their trustworthiness by providing added value to their customers. The values-based approach to selling financial services focuses on the entire well-being of clients rather than just on their financial soundness. It entails linking clients' financial stability to their mental, physical and spiritual health. The use of this approach will convince clients that their financial advisors really care about them.

ECONOMISTS at Kansas State University, using data from Superior Livestock Auction transactions, examined the additional price that cow/calf producers received for several value-added management practices. The data was collected for [...]

An American food giant, Cargill has walked softly through the food industry, carefully extending its offering from agricultural commodities to value-added food products and ingredients. Ernest Micek has a simple [...]

Some UK schools have already introduced initiatives to improve the results of all their pupils. The UK government plans to use value-added performance tables to help get a clearer idea of how schools are performing. Bordesley Green school is situated in a very poor area of the Midlands, England, yet it is continuously improving its results.

Betz Labs is using its logistics capabilities to help drum up business for its specialty chemicals. Distribution, Betz reasons, means a lot more than simply transporting product. Pick up just [...]

Durham University Professor Carol Fitz-Gibbon has been very critical of the Office of Standards in Education (OFSTED) which she feels is using inadequate evidence to make decisions about schools. She is supportive of the notion of value added to performance evidence because it gives the type of information schools need in order to develop their future plans. Fitz-Gibbon is very unhappy at the way OFSTED inspections are carried out and has set a group to monitor their performance. Some 17 researchers work with Fitz-Gibbon evaluating results and value added data from schools.

Managers in companies thinking about implementing economic value added want to know whether it is simply a fad or whether it will be long-lasting, and whether the costs of introduction [...]

HILTON HEAD, S.C. -- The first thing wholesalers should do is promote somebody to the position of Manager of Dead Stock Sales. The second thing they should do is promote [...]

Finding new ways to stay flexible and focused on the demands of both retailers and consumers isn't easy when you're a diversified apparel company with close to $5 billion in [...]

Product differentiation is difficult in industries that are mature, but value-added aspects such as reliability, service, and quality can help distinguish a product in a crowded market. Innovative features can add value for a short while, but when another product duplicates the feature, the advantage is lost. Some examples of companies that have created a place in a 'generic-commodity' market include: McDonald's, known for fast, quality service; IBM, known for focusing on quality; and Nordstrom, Inc, which has emphasized customer service.