PVO™
More Solutions
PVO measures
marketing program effectiveness, creates effectiveness benchmarks
and measures Marketing ROI.
PVO assists in improving the
operational and communication effectiveness between government
agencies.
PVO measures the ongoing
effectiveness of alliance and partnership processes and policies as
required by Sarbanes-Oxley and other compliance regulations.
PVO™
For Marketing ROIs
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Provides
justification for partnership marketing program budgets and
spending
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Provides evidence to
support company claims to Analysts regarding the MROI predictions
for the next quarter and
year as they relate to alliance and channel contribution to
revenue
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Measures the effect
on MROI effectiveness of the programs, processes, people and
policies since the last marketing program
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Measures the
impacts on, and effectiveness of marketing program changes that
are made to marketing program changes
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Determines the best
use of partnership budget dollars and marketing funds based on
effectiveness evidence
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Predicts alliance
and channel partner future performance with substantiated
supporting data
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Continues to keep
partners interested and motivated to sell the company’s products
through their continued engagement in the PVO exercise and by the
company making visible changes based on PVO’s results from both
the company’s and its partner’s inputs
PVO™ for Government Inter-Agency Effectiveness
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Provides Root Cause Impact Analysis of people,
process, policy and programs
that are impacting communication, awareness and intelligence
objectives
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Provides the ability to re-measure criterion to
determine the impact of changes and the effect of the changes on
other criterion
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Provides evidence to support the necessity of making
changes in any of the measured criterion
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Provides data on the cost and associated benefit of
changes made in any measured area
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Provides substantiation for joint inter-agency
expenditures
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Provides data on the effectiveness of all criterion
measured and will identify previously needed processes that may have
become obsolete which in turn will reduce costs
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Provides the ability to test the effectiveness and
impacts of changes before they are implemented or fully implemented
including behavioral, cultural and other non-quantitative data sets
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Provides the ability to measure inter-agency performance and
predict future inter-agency performance against objectives
PVO™
for Sarbanes-Oxley and Compliance
The Sarbanes-Oxley Act of 2002
has caused big changes in big business with a hefty price tag. Not
only must publicly traded companies document and comply with the
financial reporting and internal audit control requirements of the
Act, they must also continuously attest, measure and document
changes of the related processes to ensure continued compliance.
The challenge of complying with
Sarbanes-Oxley requirements inside of a company is notably a
time-consuming, costly and arduous task. The good news is that the
internal control systems that companies are building will certainly
identify areas in the company where effectiveness can be improved,
additional revenues can be generated and costs can be decreased.
Further good news is that many of these internal control systems are
built so that their processes can be repeated which, in turn, will
reduce the amount of time it takes to collect, analyze and report
subsequent data sets.
Complying with Sarbanes-Oxley
when it comes to a company’s alliances and partnerships with other
companies where many processes and policies are shared, contracts
must be followed and revenues can be recognized in numerous ways is
much more difficult. To complicate matters even further, compliance
regulations require that these items must be re-measured on a
continued basis to ensure
their accuracy and the items internal control processes remain
effective. These items include the measurement of both quantitative
and qualitative data from enough data points to ensure the data’s
accuracy.
Where the safeguarding of assets
had previously been a primary objective of internal accounting
control, Sarbanes-Oxley requires that a company’s internal control
structure meaning its control environment, accounting system and
control procedures must be documented and measured. This also
includes an assessment of risk and, information and communication.
Safeguarding of company assets has become a subcomponent. The scope
of internal control includes policies, plans, procedures, processes,
systems, activities, functions, projects, initiatives, and endeavors
of all types at all levels of a company. At an entity or company
level, internal controls that affect the enterprise’s ability to
perform must be documented, measured and certified. At an activity
level, the scope applies and considers the details of functions that
generate revenue for the company, create or acquire company assets,
incur company liabilities, result in company expenses or involve the
receipt or disbursement of cash.
For alliances and partnerships
this means measuring processes, policies, personnel effectiveness,
contract adherence and other items that can impact revenues and
other financial information and, monitoring for potential risks.
Assessing alliance and partnership risks have always been the most
difficult items to measure because there are few control issues that
can be enforced with partnerships.
Companies that can determine an
accurate way to asses risk and measure the effectiveness of
personnel, policies and processes are finding that the collection of
alliance and partnership data is at the same time; also creating
business intelligence and predictive analytics that can be used to
improve numerous partnership effectiveness aspects and also
results. In order to determine what information needs to be
collected it is be best to start with an analysis of the internal
controls used for partner agreements and management.
Provides the data required to comply with Sarbanes-Oxley.
PVO™
measures and documents internal control changes, continued
operational effectiveness and, risks that may need to be disclosed.
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