Value World

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Roy M. Woodhead, Ph.D., CVS, TVM, PVM
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The Value World Philosophy

Value World seeks to be open in its submission process and supportive of its contributing authors. Referees are encouraged to provide positive feedback with guidance on how any issues can be resolved through revision and subsequent resubmission. No submission will be rejected without first attempting to help its author(s) revise it so that it will become suitable for publication. The journal’s key values are:

Nurturing: Nurturing the next generation of value researchers and practitioners.

Encouraging: Encouraging dialogue rather than dogma.

Advancing: Laying the ground for future value communication.

Supporting: Helping individual authors to play a positive role.

Being Honest: Being open and fair to all points of view.

Being Objective: Seeking irrefutable positions rather than the promotion of preferred opinions.

Sharing: Involving, broadening, and including readers into the subject of value derived from the consideration of functionality.

Fall 2007 Vol 30, Issue 3


	THE IMPORTANCE OF “VALUE” FOR BUSINESS STRATEGIC MANAGEMENT By Manuel Teles Fernandes The Alignments and Paradoxes Model (MAP) comprises six matrixes: the Market; the Value; the Effort; the Product Margin; the Potential Profi t; and, the Strategy. The intra-relation between all of them provides an integrated view of any business. The model allows managers to understand the market potential and the product potential by analysing the perceived value by the consumer, the needed effort to produce the product or service and the potential volume of the business. It also allows managers to create scenarios and evaluate different potential solutions for any business proposition.
	HOW TO DESIGN AND IMPLEMENT A GLOBAL VALUE MANAGEMENT PROGRAM TO DRIVE ORGANIC GROWTH By Jonas Klang, Per Lindstedt, and Jan Burenius ITT Industries is a $7.4 billion diversifi ed manufacturer with approximately 40,000 employees globally. The company’s Management System is built around several value-based tools, all designed to help the company make decisions, improvements and products that directly support its business goals. One of these value-based tools is Value-Based Product Development (VBPD). The goal of VBPD is to drive organic growth through new product offerings with unrivalled customer value. VBPD was launched in 2000 and has helped ITT move up the list of premier multi-industry companies in terms of new product sales measured as a percentage of overall sales.
	INCREASING VALUE OF CAPITAL PROJECTS THROUGH COMBINATION OF CONVERGING AND DIVERGING VALUE EXERCISES By Garance Bundel and Marc Maeseele Within Shell there is a drive for increased capital effectiveness. To improve the capital effectiveness it is crucial to assess the project value at several milestones during its development. At these milestones key decisions are made based on the health of the project. On the one hand these key decisions comprise of whether or not it is the right time to develop a project looking at both the market conditions and inter-company competing projects. On the other hand the assessment is made whether or not the project is developed in the right way, by challenging the project (content) deliverables. The company focus is to do the right projects at the right time.
	HOW TO MEASURE THE VALUE FROM A SUSTAINABLE POINT OF VIEW By Jorge Alexandre, Anabela Maia, David Camocho, Fátima Rodrigues, João Henriques and Justina Catarino Entrepreneurial activities must change when taking into account Sustainable Development paradigm. A new way of evaluating enterprises’ performance which incorporates economical, environmental and social criteria is necessary.