the right time to be successful. Before we go further, there's one little nuance of the playbook We would like to point out. There are six game pieces {}, listed in Table {table} 3.1: Detect, Analyze, Execute, measure, certify, and CVC Management System. fi rst fi ve - cautious game {piece} - things you do on ongoing basis to overcome the challenges you face. Each of these games {pieces} {} is designed to specifi c challenge, and we show you when and how manage these games {pieces}. Sixth game {piece}, CVC management - not cautious game {piece}. This - the system of technology, tools, processes and people required to do • • • • • Playbook 1953 {Game play} {working as designed intended}. You could call the sixth game play} {play} {play support. After considering the fi rst fi ve games {play}, we discuss how to use support {Game play}, to achieve and sustain results. If you happen to be CEO, Worku, CIO, business unit or division president, the leader of the HR or a manager, leader training, or other professional supporting the command, you can think about the game play, {} 6, CVC Management The system, as your game {piece}. This is - the game {piece}, which never makes a highlight real but the game play {} a huge role in why we're winning. You can not win without it. One additional item {point}: We do not teach the actual game play {} in this The {dot} in the book. Our goal in this chapter is to help you understand character {} nature, purpose, and intended outcome of each game {piece}. We are committed to signifi cannot part of the book in later chapters to the individual development of the game {piece}. When we talk to organizations about this approach to the victory of winning {} with customers, we found that it works better if we start discussing what you get from the approach - deliverables. So we introduce {Game play}, we show some of the deliverables - the picture is always good. Table {table} 3.1, why we Winning Playbook Assembling more than 6?% B 8k pieces We help clients do more money doing business with us * Detect Chapter 4: "Victory {Conquest} Metrics" Chapter 5: "What Makes Your Client Thinks? " We introduce quantitative from the outside - in client information in decision. Analyze Chapter 6: "Information Solutions" We develop and executed customer plans that deliver value (red Area) .* Run Chapter 7: "creates Values and Capture Value " We predict the measure of profi t growth * Chapter 8: "Scorecard" We are building capacity and establishing a culture. Certify Chapter 9: "Becoming started" Chapter 10: "Support and Computation: Maturity Model " CVC system * brazilian sugar manufacturers Management CVC Management System "Afterword" * Breakthrough. 54 w i n n i n g w i t h c u s t o m e r s You can not fully understand the deliverables immediately, but do not concern. You get a chance to see that they develop in much more detail later. Game play} {1: Detect We've done something so that the CEO said, "if you are not interested in understanding how you deliver value to your customers, then you probably should not, be in business. "Delivering value to the client - what type of business is all about. You make investments in people, products, production facilities, service centers {service}, logistics, technology, information technology, infrastructure, marketing, and everything else for the sole purpose delivery of value to customers. If you do not deliver value to your client, then you will not be in business long. fi rst game {piece}, Discover measure this value. It's - is where it all begins. That is detected? Discover is designed {} to help you capture your customer 's perspective on value - what a great place to start. This game {piece} has three key components: Prepare, conduct interviews and capture data. Prepare includes things like fi guring, how much money you think the client does doing business with you (your internal hypothesis), hold down the mining industry which customers to include in the initial discussion and development of structured documents to guide the discussion. Conducting Interviews self - explanatory. However, the approach to an interview with the client may be very different from your previous experiences. We thought You might also fi nd it interesting that these two components Discover that the game {piece} will be reached during the normal course business with your people (not external consultants). This creates deeper conversation with your client and really helps keep costs down. Conquest of the data happens after the interview is over. This components of the game {piece} involves a data room in the system in an organized way to support the analysis and generation of understanding. This document and preserves what you have learned, how you create value for customers, and it captures data that you use to calculate the value of the client. Playbook 1955 What do you get? Figure {number} 3.1 shows deliverable that the consequences of training of Discover (your internal hypothesis). This - idea form of homework done before ever talking to a client. How do you learn This training is worth its weight in gold when it comes to availability sensible conversation client. Do not try to understand all number {number} You will learn in Chapter 4, "Victory, Conquest} {Metrics. "For time instant} {only draws attention to the following: On the far left - your value proposition. In this case, symptoms of values, which we believe, create distinctive value for the customer are our line of products, services {service} client, brand and commercial power, loyalty and program. It presents the results of investments that we made create distinctive value for the customer - evaluate the above and beyond that our competitors provide. As you can see, the value of the total number of attributes 100. We call the trade - offs among values, attributes returnable ect their relative value to the customer. Bar} {bar just to the right is where these attributes directly impact on the client 's fi nancials. In this case, drivers should reduce