ROI VOI - 2010 PfM
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Calculate ROI and/or VOI for your BCM Business Case
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ROI VOI - 2010 PfM
- 1. Alex van Os de Man Senior Business Continuity Consultant BCM and Value on Investment
- 2. The big challenge • Improving Market position • Finding New markets • Improving Efficiency • Increasing production (service) • Compliance to Regulation • Minimum to Maximum (e.g. Basel II) • Controlling Costs • Get much for minimal expenses • Sustainability © PfM Consultancy
- 3. Return on Investment a.k.a. Rate of Return • The relation between return and investment (dividing the return of an investment by the cost) • Required time to earn back an investment (expressed in years or months) Issue: • Based on tangible and financial data • Not precise (growth of project, depreciation, earn back time, company growth, weight, etc.) © PfM Consultancy
- 4. Price of BCM “The cynic knows the cost of everything and the value of nothing” Oscar Wilde •What does BCM do •What does BCM cost •What does BCM deliver •What is the value of BCM •How to sell BCM (processes) © PfM Consultancy
- 5. BCM Process
- 6. What is holism • The theory that whole entities, as fundamental components of reality, have an existence other than as the mere sum of their parts. in other words: • Everything is connected • It is more than the sum of its components © PfM Consultancy
- 8. Added Value of BCM © PfM Consultancy • Financial Institutions • Resilience • Compliance to Regulators • Service Companies • Resilience • Client Requirements • Public Sector • Responsibility to the Community • Compliance to Regulators
- 9. Precondition • Management Buy-In • Business Case • Awareness • Execution • Maintenance • Securing © PfM Consultancy
- 10. ROI and/or VOI • Return on Investment (tangible result) • Increased Productivity • Increase of Income • Cost Savings • New Markets • Value on Investment (plus intangible advantages) • Reputation (being prepared) • Labour Force (ownership plus motivation) • Customer Care (commitment) • Sustainable business (social involvement) • Personal (employee involvement) © PfM Consultancy
- 11. Added Value In other words: What is the Business Case • Risk Analysis process • BCM and Security • Market • Competition • Realisation • Training and Leadership • Processes • Efficiency • ROI and/or VOI © PfM Consultancy
- 12. How to sell BCM © PfM Consultancy
- 13. What’s in it for . . . • Buy or Lease ? • Insurance vs ‘What If’ ? • A new car or an old-timer ? • Why is reputation so important ? • Proof of Concept • Spin off opportunities © PfM Consultancy
- 14. Examples • Fire at LaSalle in Chicago © PfM Consultancy
- 15. LaSalle in Chicago What is the value of BCM? • Employees can get straight back to work • Clients can be served again • Faith in the company (reputation) • Positive news coverage • Leadership is trained • Company employee pride • Community involvement • Company Health & Safety organisation © PfM Consultancy
- 16. Examples • Fire at LaSalle in Chicago • Mexican Flu (H1N1) • Training • BCM Software • Bankruptcy • SaaS (Software as a Service) • BP America Oil Spill Disaster © PfM Consultancy
- 17. Return on Investment © PfM Consultancy
- 18. Thank You © PfM Consultancy For doing this discussion with me
- 19. Reputation BP America has suffered much reputation damage due to the oil spill disaster off the coast of Louisiana (April 20). In order to confine this, they have started a charm campaign. They are using Social Media Services like Twitter. © PfM Consultancy
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- Intellectual Property Rights in Content PfM Consultancy is the owner of the compilation of content of this presentation, which consists of text, images, audio, video and design (“Content”). However, PfM Consultancy does not necessarily own each component of the compilation. The Content that PfM Consultancy uses may be owned by PfM Consultancy, owned by others and used with their permission, or used in accordance with applicable law. Some Content is in the public domain and some Content is protected by third party rights, such as copyright, trademark, rights of publicity, privacy, and contractual restrictions. PfM Consultancy Content is identified as having “no known copyright restrictions” when PfM Consultancy is unaware of any copyright restrictions on its use. This may mean that: (1) a copyright existed at one time but was not renewed, or the copyright may have expired, or the owner may have intentionally placed the Content into the public domain; or (2) the Content was never eligible for copyright protection because it was created by an employee as part of his or her official duties, or (3) there are no copyright markings or other indications on the Content to indicate that it was copyrighted or otherwise restricted; or (4) PfM Consultancy records do not indicate any evidence of copyright restrictions. These facts do not necessarily mean that the Content is in the public domain, but rather indicate that no evidence has been found to show that copyright restrictions apply. PfM Consultancy endeavors to provide information that it possesses about the copyright status of the Content and to identify any other terms and conditions that may apply to use of the Content (such as trademark, rights of privacy or publicity, donor restrictions, etc.); however, PfM Consultancy can offer no guarantee or assurance that all pertinent information is provided or that the information is correct in each circumstance. It is your responsibility to determine what permission(s) you need in order to use the Content and, if necessary, to obtain such permission. If you have specific questions or information about Content, please contact PfM Consultancy. Unauthorized Uses Require Prior Written Permission You may not use the Content of this presentation for commercial purposes. This means that you may not sell the Content or sell materials, products or services that use and incorporate the Content, nor may you use the Content to promote or advertise products or services. If you wish to use the Content for any purpose beyond the permitted uses, such as a commercial use or publication (except as may be permitted by fair use under the copyright law), you must obtain prior written permission from PfM Consultancy (or other owner of the Content as applicable). Send your permission request or other inquiries to PfM Consultancy or program that is associated with the Content you wish to use. If you are uncertain about who to contact or are seeking permission to include the Content in a commercial product or other item of consumer merchandise, please contact PfM Consultancy [email_address].
- Wat is ROI? Return on investment is de opbrengst van een investering in relatie tot de kosten van de investering uitgedrukt in een percentage. Aangezien ROI niet sec over geld hoeft te gaan wordt een percentage berekend. Kosten kunnen bijvoorbeeld ook gemeten worden in tijd. We spreken dan bijvoorbeeld over de terugverdientijd. Vaak zien we echter dat het praktisch is dat grootheden worden uitgedrukt in geld om op deze wijze de toegevoegde waarde in een ROI percentage uit te kunnen drukken en een vergelijk te kunnen bewerkstelligen. Waarom ROI? ROI is een hulpmiddel waar CFO’s gevoel bij hebben. CFO’s baseren hun beslissingen vaak op het gevoel dat zij hebben bij de voorstellen die zij krijgen. Het gevoel wordt vaak voor een groot gedeelte bepaald door de financiële impact die een voorstel heeft. Het geniet dan ook de voorkeur om de ROI in geld te berekenen. Hoe bereken je ROI? ROI is kortweg gezegd: opbrengsten minus kosten gedeeld door kosten maal honderd procent! Oftewel hoeveel levert een investering aan meerwaarde op ten opzichte van het financiële offer dat ervoor gebracht moet worden? Bij de berekening van ROI is het dus van essentieel belang om een zo volledig mogelijk overzicht te presenteren van de kosten en de toewijsbare opbrengsten. Hiervoor worden factoren benoemd die in een financieel cijfer worden uitgedrukt. Denk hierbij aan bijvoorbeeld de waarde van meerverkopen nadat een opleiding gevolgd is of de marketingkosten die de introductie bij de ontwikkeling van een product met zich meebrengen of de verletkosten van de medewerkers die tijdens het volgen een opleiding geen verkopen kunnen plegen. Of de daadwerkelijk lost-opportunity costs of de opbrengsten die gegenereerd worden doordat medewerkers na het volgen van een opleiding in staat zijn om effectiever en/of efficiënter te werken (operational excellence).
- IT is just one component of an organisation
- US$ 600K needed for project to install application for 100.000 employees Funding: 2 cups of coffee at $ 3
- Discuss relation between BCM and Security Security is 90% conscious human action prevention of . . . BCM is 10% conscious human action reduction of . . . BCM plus Security = maximum resilience
- Maintenance is crucial
- Brand in LaSalle gebouw in Chicago Mexicaanse griep (H1N1) Supermarkt Training Leiderschap BCM Software Procedures SaaS (Software as a Service) Escrow
- Stephen R. Covey Mighty Missouri and the Lighthouse