ValueNomics THE MRI SCAN. VALUE PROPOSITION CUSTOMER VALUES SCAN MRI

ValueNomicsTHE MRI SCAN

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SCANMRI

ValueNomicsValuenomics is about trade from a sectoral or national perspective.

While “Valuemathics” focuses on the primary actors in the value system -the firms-, Valuenomics’ focus is on the other stakeholders :

the enablers, drivers and factors

ValueNomicsValuenomics is a new concept on trade development and –promotion. It is designed for business support organizations and governmental institutions. Focus is on understanding and enhancing “competitiveness”. Valuenomics consists of three elements:

1. A stakeholder mapping tool

2. A competitiveness scan

3. A sector strategy model

MRI SCANThe MRI SCAN is Valuenomics’ new, powerful tool to measure a sector’s competitivenss on global markets. Hence, it is a main building block for sector strategies.

Valuenomics is a new concept on trade development and promotion, designed for business support organizations and governmental institutions.

Like Valuemathics, its focus is on the value proposition, but this time on mesoeconomic level –the sector.

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Let us take an example of three coffee sectors . . . . .

HONDURAS

UGANDA VIETNAM

Now let’s take three potential market segments for these sectors . . .

NORWAY SOUTH AFRICA

JAPAN

REGULATORY

LOCAL

MINISTRY OF

KNOWLEDGE

MINISTRY OF INDUSTRY

MINISTRY OF FINANCE

MINISTRY OF ECONOMICS

CENTRAL

MINISTRY OF PLANNING

GOVERNMENTS

BODIES, AGENCIES

BANK

AGRICULTURE

INSTITUTES

PORTS CUSTOMS

INSTITUTETRADE SUPPORT

DONORS

INT. AGENCIES

RESEARCH INST

FINANCIAL

LOGISTICAL

ICT SERVICES

REGIONAL BSO’s

SECTORAL BSO’s

FUNCIONAL BSO’s/ NGO’s

KNOWLEDGE

CERTIFICATION

SERVICES

INSTITUTES

SERVICES

SUPPLIERS

GROWERS

PRODUCERS

MANUFACTURERS

MIDDLE MEN

PACKERS

SUPPLIERS

PROCESSORS

ASSEMBLERS

TECHNOLOGY

MATERIALS

TRADERS

EXPORTERS

BUYERS

WHOLESALE

DISTRIBUTORS

RETAILERSMINISTRY OF TOURISM

MINISTRY OF TRADE

ENABLERSDRIVERS ACTORS

IMPORTERS

PRODUCERS

MANUFACTURERS

PROCESSORS

PACKERS

RECRUITMENTSERVICES

The first step is to identify the stakeholders that have an impact on the competitiveness of these coffee sectors . . . . . . .

Each of these stakeholders have a role in the system that makes up for the

value proposition of the coffee sectors

ENABLERS

DRIVERS

ACTORS

DEVELOPMENT MARKETINGPRODUCTION

MINDS MONEYMAN POWERMETHODS MATERIALS

REPORTSREPRESENTATIONREADINESSRANGE ROBUSTNESS

INCENTIVESINFRASTRUCTUREINITIATIVEINSTITUTIONSINSTRUCTION

MINDS MONEY

MAN POWERMETHODS MATERIALS

MINDS MONEY

MAN POWERMETHODS MATERIALS

REPORTSREPRESENTATION

READINESSRANGE

ROBUSTNESS

INCENTIVESINFRASTRUCTURE

INITIATIVEINSTITUTIONSINSTRUCTION

REPORTSREPRESENTATION

READINESSRANGE

ROBUSTNESS

INCENTIVESINFRASTRUCTURE

INITIATIVEINSTITUTIONSINSTRUCTION

Y

X

On the vertical axis, we list the stakeholders of the sector …….

On the horizontal axis, we list the three main value adding domains…..

On each crossroad we assess the competitiveness of the sector on 5 criteria

M5 analysis

Analysis of the ACTORS

We assess ACTOR’s peformance in the

DEVELOPMENT PRODUCTION MARKETING

Vision, management,motivation, strategies, plans & alignment

MINDSTECHNOLOGY, DESIGNS,

IP, UNIQUENESS, CULTUREPROCESS INNOVATION

PROCESS CONTROLMARKET ENTRY MODE

STRATEGIC POSITIONINGInvestments done, budgets available, financial strength

MONEYINVESTMENTS IN

R&D/INNOVATION/LICENSES FIXED/WORKING CAPITAL

INVENTORY TURNSMARKET RESEARCH &

PROMOTIONAL BUDGETSKnowledge, expertise, productivity,

training of personnelMAN POWER

AGRONOMISTS, ENGINEERS DESIGNERS, RESEARCHERS

SKILLED PERSONNEL PRODUCTIVITY/SERVICE LEVEL

EXPORT AND MARKETING MANAGERS

Processes, QA systems, certifications, data

METHODSDESIGN & VALIDATION PROCESS,

CMM, GLOBAL GAPOSHAS, EMAS, ISO 9001, QMS, TS16949, HACCP

MARKETING PLANS, CRM ORDER PROCESSES

Machines, equipment, land, hard & software, buildings.

MATERIALSCAD/CAM, LABORATORY

TEST EQUIPMENT MACHINERY, FACILITIES

TRANSPORT, IT STRUCTUREICT HARD & SOFTWARE

COLLATERALS, E-BIZ

ACTO

RS

Analysis of the ENABLERS

R5 analysisWe assess the performance of ENABLERS in the


Information services, databases, market intelligence

REPORTSTECHNOLOGY SCANS

INNOVATION UPDATESSTATISTICS, ANALYSIS

COMPETITIVENESS GAUGESMARKET INTELLIGENCE

CUSTOMIZED INFORMATIONAdvocacy/lobbying power, network

with business and government REPRESENTATION

INDUSTRY/ACADEMIA INTERFACE

ADVOCACY ENHANCING COMPETITIVENESS

INTL BSO NETWORK INTERNATIONAL PRESENCE

Expertise, competence, attitude, understanding of sector

READINESSINDUSTRY EXPERTISE

SECTOR DEVELOPMENTPRESENCE ACROSS ACTORS

IN PRODUCTION CHAINSECTOR POSITIONING

SECTOR BRANDINGRange of services, assistance,

programs, trainingsRANGE

INCUBATION/IP ASSISTANCE BUSINESS DEVELOPMENT

VOCATIONAL WORKSHOPS BEST PRACTISE EXCHANGE

TRADE MISSIONS/FAIRS B2B ACTIVITIES

Organizational & financial strengths ROBUSTNESSDONOR MANAGEMENT

REVENUE SOURCESSERVICES PORTFOLIO

DELIVERY TEAMBSO BRANDING

MEMBERSHIP RECRUITMENT

ENA

BLE

RS

Analysis of the DRIVERS

I5 analysisWe assess the performance of DRIVERS in the


Co-financing, financial & tax breaks, fiscal incentives

INCENTIVESINNOVATION TAX BREAKS

DRAW BACK SYSTEMSINVESTMENT

INCENTIVES, SUBSIDIESCO FINANCING OF TRADE

MISSIONS/FAIRSRoads, IT infrastructure,

cold chains, port facilitiesINFRASTRUCTURE

FUNDAMENTAL RESEARCH SHARED TECH CENTRES

ROADS AND TRANSPORT, ACCESSIBILITY, CLUSTERING

(AIR)PORT FACILITIES, COLD CHAINS, ICT STRUCTURE

Motivation, inititatives to support the sector

INITIATIVEINNOVATION POLICY ENTREPRENEURSHIP

MANUFACTURING, ECOSYSTEM EASE OF DOING BUSINESS

TRADE AGREEMENTS COUNTRY BRANDING

Legislation, institutions, regulations, protocols, institutional trade

INSTITUTIONSBUREAU OF STANDARDSINTELLECTUAL PROPERTY

LABOR & ENVIRONMENTAL LAW PROTOCOLS, INSPECTIONS

MARKET REGULATIONSTPO/FO/COMMATT

Educational level, knowledge institutes

INSTRUCTIONDESIGN ACADEMIES

TECHNICAL EDUCATIONVOCATIONAL EDUCATION

INFORMATION ON STANDARDSSCHOLARSHIPS

EXCHANGE PROGRAMS

DRIV

ERS

REGULATORY

LOCAL

MINISTRY OF

KNOWLEDGE

MINISTRY OF INDUSTRY

MINISTRY OF FINANCE

MINISTRY OF ECONOMICS

CENTRAL

MINISTRY OF PLANNING

GOVERNMENTS

BODIES, AGENCIES

BANK

AGRICULTURE

INSTITUTES

PORTS CUSTOMS

INSTITUTETRADE SUPPORT

DONORS

INT. AGENCIES

RESEARCH INST

FINANCIAL

LOGISTICAL

ICT SERVICES

REGIONAL BSO’s

SECTORAL BSO’s

FUNCIONAL BSO’s/ NGO’s

KNOWLEDGE

CERTIFICATION

SERVICES

INSTITUTES

SERVICES

SUPPLIERS

GROWERS MANUFACTURERS PRODUCERS

MIDDLEMEN

PACKERS

SUPPLIERS

PROCESSORS

ASSEMBLERS

TECHNOLOGY

MATERIALS

EXPORTERS

MINISTRY OF TOURISM

MINISTRY OF TRADE

ENABLERSDRIVERS ACTORS

RECRUITMENTSERVICES

The three analyses of

ACTORS

ENABLERS

DRIVERS

make up for the . . . . . . . .

SCANMRI

MANUFACTURES DEVELOPMENT PRODUCTION MARKETING

AGRICULTURAL PRE HARVEST POST HARVEST MARKETING

SERVICES DEVELOPMENT EXECUTION MARKETING


Vision, management,motivation, strategies, plans & alignment

MINDSTECHNOLOGY, DESIGNS,

IP, UNIQUENESS, CULTUREPROCESS INNOVATION

PROCESS CONTROLMARKET ENTRY MODE

STRATEGIC POSITIONINGInvestments done, budgets available, financial strength

MONEYINVESTMENTS IN

R&D/INNOVATION/LICENSES FIXED/WORKING CAPITAL

INVENTORY TURNSMARKET RESEARCH &

PROMOTIONAL BUDGETSKnowledge, expertise, productivity,

training of personnelMAN POWER


SKILLED PERSONNEL PRODUCTIVITY/SERVICE LEVEL

EXPORT AND MARKETING MANAGERS

Processes, QA systems, certifications, data

METHODSDESIGN & VALIDATION PROCESS,

CMM, GLOBAL GAPOSHAS, EMAS, ISO 9001, QMS, TS16949, HACCP

MARKETING PLANS, CRM ORDER PROCESSES

Machines, equipment, land, hard & software, buildings.

MATERIALSCAD/CAM, LABORATORY

TEST EQUIPMENT MACHINERY, FACILITIES

TRANSPORT, IT STRUCTUREICT HARD & SOFTWARE

COLLATERALS, E-BIZ


Information services, databases, market intelligence

REPORTSTECHNOLOGY SCANS

INNOVATION UPDATESSTATISTICS, ANALYSIS

COMPETITIVENESS GAUGESMARKET INTELLIGENCE

CUSTOMIZED INFORMATIONAdvocacy/lobbying power, network

with business and government REPRESENTATION


ADVOCACY ENHANCING COMPETITIVENESS

INTL BSO NETWORK INTERNATIONAL PRESENCE

Expertise, competence, attitude, understanding of sector

READINESSINDUSTRY EXPERTISE

SECTOR DEVELOPMENTPRESENCE ACROSS ACTORS

IN PRODUCTION CHAINSECTOR POSITIONING

SECTOR BRANDINGRange of services, assistance,

programs, trainingsRANGE


VOCATIONAL WORKSHOPS BEST PRACTISE EXCHANGE

TRADE MISSIONS/FAIRS B2B ACTIVITIES


REVENUE SOURCESSERVICES PORTFOLIO

DELIVERY TEAMBSO BRANDING

MEMBERSHIP RECRUITMENT


Co-financing, financial & tax breaks, fiscal incentives

INCENTIVESINNOVATION TAX BREAKS

DRAW BACK SYSTEMSINVESTMENT

INCENTIVES, SUBSIDIESCO FINANCING OF TRADE

MISSIONS/FAIRSRoads, IT infrastructure,

cold chains, port facilitiesINFRASTRUCTURE


ROADS AND TRANSPORT, ACCESSIBILITY, CLUSTERING

(AIR)PORT FACILITIES, COLD CHAINS, ICT STRUCTURE

Motivation, inititatives to support the sector

INITIATIVEINNOVATION POLICY ENTREPRENEURSHIP

MANUFACTURING, ECOSYSTEM EASE OF DOING BUSINESS

TRADE AGREEMENTS COUNTRY BRANDING

Legislation, institutions, regulations, protocols, institutional trade

INSTITUTIONSBUREAU OF STANDARDSINTELLECTUAL PROPERTY

LABOR & ENVIRONMENTAL LAW PROTOCOLS, INSPECTIONS

MARKET REGULATIONSTPO/FO/COMMATT

Educational level, knowledge institutes

INSTRUCTIONDESIGN ACADEMIES

TECHNICAL EDUCATIONVOCATIONAL EDUCATION

INFORMATION ON STANDARDSSCHOLARSHIPS

EXCHANGE PROGRAMS

DRIV

ERS

ENA

BLE

RS

ACTO

RS

MRI SCAN FOR INTERNATIONAL COMPETITIVENESS

Second step is to invite representatives . . . from companies - THE ACTORS

. . . from BSO’s - THE ENABLERS

. . . and government - THE DRIVERS

for a strategic conference

All participants fill in the MRI – scorecard . . .

. . . . . INDIVIDUALLY

In each column, scores from 10 (best) to 1 (worst) are filled in. Vision, management,motivation,

strategies, plans & alignment MINDSTECHNOLOGY, DESIGNS,

IP, UNIQUENESS, CULTURE8

Investments done, budgets available, financial strength MONEY

INVESTMENTS IN R&D/INNOVATION/LICENSES

4

Knowledge, expertise, productivity, training of personnel MAN POWER


3

Processes, QA systems, certifications, data METHODS

DESIGN & VALIDATION PROCESS, CMM, GLOBAL GAP

4

Machines, equipment, land, hard & software, buildings. MATERIALS

CAD/CAM, LABORATORY TEST EQUIPMENT

6

5,0

Information services, databases, market intelligence REPORTS

TECHNOLOGY SCANS INNOVATION UPDATES

6

Advocacy/lobbying power, network with business and government REPRESENTATION


6

Expertise, competence, attitude, understanding of sector READINESS

INDUSTRY EXPERTISE SECTOR DEVELOPMENT

8

Range of services, assistance, programs, trainings RANGE


7


REVENUE SOURCES5

6,4

Co-financing, financial & tax breaks, fiscal incentives INCENTIVES

INNOVATION TAX BREAKSDRAW BACK SYSTEMS

4

Roads, IT infrastructure, cold chains, port facilities INFRASTRUCTURE


6

Motivation, inititatives to support the sector INITIATIVE

INNOVATION POLICY ENTREPRENEURSHIP

5

Legislation, institutions, regulations, protocols, institutional trade support INSTITUTIONS

BUREAU OF STANDARDSINTELLECTUAL PROPERTY

6

Educational level, knowledge institutes INSTRUCTION

DESIGN ACADEMIES TECHNICAL EDUCATION

7

5,6

ACTO

RS

ENA

BLE

RS

DRIV

ERS

DEVELOPMENT

DEVELOPMENT

Scores are then processed into one consolidated sheet . . .

C = x3y2z 41.942

Vision, management,motivation, strategies, plans & alignment MINDS

TECHNOLOGY, DESIGNS, IP, UNIQUENESS, CULTURE

8 PROCESS INNOVATION PROCESS CONTROL

7 MARKET ENTRY MODESTRATEGIC POSITIONING

4 6,3



4 FIXED/WORKING CAPITALINVENTORY TURNS

6 MARKET RESEARCH & PROMOTIONAL BUDGETS

3 4,3



3 SKILLED PERSONNEL PRODUCTIVITY/SERVICE LEVEL

9 EXPORT AND MARKETING MANAGERS

4 5,3 5,4



4 OSHAS, EMAS, ISO 9001, QMS, TS16949, HACCP

5 MARKETING PLANS, CRM ORDER PROCESSES

6 5,0



6 MACHINERY, FACILITIES TRANSPORT, IT STRUCTURE

7 ICT HARD & SOFTWARECOLLATERALS, E-BIZ

5 6,0

5,0 6,8 4,4



6 STATISTICS, ANALYSIS COMPETITIVENESS GAUGES

7 MARKET INTELLIGENCE CUSTOMIZED INFORMATION

6 6,3



6 ADVOCACY ENHANCING COMPETITIVENESS

7 INTL BSO NETWORK INTERNATIONAL PRESENCE

8 7,0



8 PRESENCE ACROSS ACTORS IN PRODUCTION CHAIN

8 SECTOR POSITIONING SECTOR BRANDING

7 7,7 6,5



7 VOCATIONAL WORKSHOPS BEST PRACTISE EXCHANGE

7 TRADE MISSIONS/FAIRS B2B ACTIVITIES

5 6,3


REVENUE SOURCES5 SERVICES PORTFOLIO

DELIVERY TEAM5 BSO BRANDING

MEMBERSHIP RECRUITMENT6 5,3

6,4 6,8 6,4



4 INVESTMENT INCENTIVES, SUBSIDIES

6 CO FINANCING OF TRADE MISSIONS/FAIRS

4 4,7



6 ROADS AND TRANSPORT, ACCESSIBILITY, CLUSTERING

7 (AIR)PORT FACILITIES, COLD CHAINS, ICT STRUCTURE

6 6,3



5 MANUFACTURING, ECOSYSTEM EASE OF DOING BUSINESS

5 TRADE AGREEMENTS COUNTRY BRANDING

5 5,0 5,7



6 LABOR & ENVIRONMENTAL LAW PROTOCOLS, INSPECTIONS

5 MARKET REGULATIONSTPO/FO/COMMATT

8 6,3



7 VOCATIONAL EDUCATION INFORMATION ON STANDARDS

6 SCHOLARSHIPS EXCHANGE PROGRAMS

5 6,0

5,6 5,8 5,6

5,7 6,5 5,5

ACTO

RS

ENA

BLE

RS

DRIV

ERS

MARKETING



DEVELOPMENT PRODUCTION

. . . discussed and agreed upon

The competitiveness score of the coffee sector is calculated through the following formula C= x y z3 2

in which C = competitiveness x = average score of ACTORSy = average score of ENABLERSz = average score of DRIVERS

C = x3y2z 41.942





4 6,3





3 4,3





4 5,3 5,4





6 5,0





5 6,0

5,0 6,8 4,4





6 6,3





8 7,0





7 7,7 6,5





5 6,3





6,4 6,8 6,4





4 4,7





6 6,3





5 5,0 5,7





8 6,3





5 6,0

5,6 5,8 5,6

5,7 6,5 5,5

ACTO

RS

ENA

BLE

RS

DRIV

ERS

MARKETING




But more important than the total score. . . are the scores on each of the elements

. . . since they precisely indicate what the value proposition of the sector is (the high scores)

. . . and lead to immediate actions on the biggest challenges of the sector (the low scores)

C = x3y2z 41.942





4 6,3





3 4,3





4 5,3 5,4





6 5,0





5 6,0

5,0 6,8 4,4





6 6,3





8 7,0





7 7,7 6,5





5 6,3





6,4 6,8 6,4





4 4,7





6 6,3





5 5,0 5,7





8 6,3





5 6,0

5,6 5,8 5,6

5,7 6,5 5,5

ACTO

RS

ENA

BLE

RS

DRIV

ERS

MARKETING




C = x3y2z 33.329





4 4,7





3 4,3





4 5,3 5,1





6 5,7





5 5,7

3,6 7,4 4,4





6 6,3





8 7,0





7 6,7 6,7





7 7,0





6,4 6,8 6,8





4 4,7





6 6,3





5 5,0 5,3





8 5,3





5 5,0

4,4 5,8 5,6

4,8 6,7 5,6

ACTO

RS

ENA

BLE

RS

DRIV

ERS

MARKETING




C = x3y2z 33.329





4 4,7





3 4,3





4 5,3 5,1





6 5,7





5 5,7

3,6 7,4 4,4





6 6,3





8 7,0





7 6,7 6,7





7 7,0





6,4 6,8 6,8





4 4,7





6 6,3





5 5,0 5,3





8 5,3





5 5,0

4,4 5,8 5,6

4,8 6,7 5,6A

CTO

RS

ENA

BLE

RS

DRIV

ERS

MARKETING




What are the advantages of the MRI Scan versus a

traditional value chain analysis ?

• Consensus amongst all stakeholders

• Clear identification of action holders

• Clear definition of the value proposition• Actionable analysis of challenges• Solid input for sector strategiesSCAN

MRI

Documents

ValueNomics THE MRI SCAN. VALUE PROPOSITION CUSTOMER VALUES SCAN MRI