Value is a perception of worth. If a consumer believes that the worth of a product is equivalent to the worth of the money that would be spent to purchase the product, the value of the product is the same as its price. Another way to look at this is that the customer believes that the utility of the product is equivalent to its price.

In practice, though, utility is not the only criterion that determines a value perception. As noted, the perception of value can be based on many things that do not actually add to the utility of the product.

Many times, however, value can be augmented when a vendor packages a product with other related products or services. This is why many IT vendors are now pursuing managed services. The product that is being managed is a commodity for which the market has determined that the price must be close to the cost to produce it. The price of service, on the other hand, is strictly driven by the customer perception of value. Thus, margins can be kept high, and the vendor can leverage the commodity to generate revenues in excess of what the commodity itself would drive.

Successful organizations must maximize the value perception of the customer to generate the highest possible revenues from the goods or services they offer. Organizations have two primary objectives:

Organizations make a profit when their revenues are greater than their costs:

Two common strategies are used to increase profits:

As you can see in Figure 2-1, a business seeks a balance between cost containment and revenue generation. These dynamics are not independent. Reducing costs too much might impede the ability of a business to generate revenue, whereas completely fixating on revenue generation might allow costs to spiral out of hand. It is only when maximum revenue is generated at maximum efficiency—for example, at the lowest cost—that a business can survive and expand.

Figure 2-1. Balancing Cost Containment and Revenue Generation

Michael Porter, the founder of the Monitor Group and a world-renowned expert on management, in 1985 developed a framework for thinking about how cost containment and revenue generation work in the marketplace. His five forces allow you to evaluate how successful a given business will be in a particular market. The five forces are buyer power, supplier power, barriers to entry, asset specificity, and the threat of substitute products.

Following is the framework for the five forces so that you can apply it to maximizing revenue and minimizing costs:

Figure 2-2 depicts the Porter Five Forces Framework. Armed with this framework, you can now examine how different business strategies work in practice. For example, competitive differentiation can be successful because, as a strategy, it can reduce buyer power as a result of the unique product being produced. A unique product reduces buyer sensitivity to price.

Figure 2-2. Porter’s Five Forces Framework

Competitive differentiation also addresses supplier power. With higher sales margins, you can either absorb supplier price increases or pass along those increases to the buyer, because there are no buyer alternatives.

Finally, competitive differentiation allows you to fend off new entrants to the market because you have already defined the product and have set standards for utility and price that the new entrant must beat. Figure 2-3 illustrates how a firm can leverage different market forces to generate revenue.

Figure 2-3. Market Forces Impact on Revenue Generation

A second strategy that has been discussed is that of cost advantage. Figure 2-4 shows how a firm can leverage market forces to achieve a competitive cost advantage. If you are producing a good or service for the lowest cost, reducing the sale price negates buyer power by driving competitors out of the market, thus leaving the buyers with only you as a provider.

Figure 2-4. Market Forces Impact on Cost Containment

Cost advantages also give you some advantage over raw material suppliers because, to maintain a cost advantage, you are probably making large supply purchases at the lowest possible cost. Suppliers who want to be part of your market are forced to compete with each other for your business.

Cost advantages also discourage new entrants. If your cost is truly the lowest possible manufacturing cost, new entrants are less likely to target your market in the first place; however, if they do, they need to find a way to beat your cost advantage.

Value, then, is a dynamic that seeks to increase the willingness of the buyer to buy at the price the seller wants to sell. When the value perception is high, the buyer will pay the asking price. As noted, though, sometimes the buyer will pay the price asked when no alternative products or services are available in the market. In a situation such as this, value perception is lower than the price, and the buyer will switch to a lower-cost provider when one presents itself.

Armed with a definition for value, you can learn how that value is generated by the business and delivered to the buyer. This generation and delivery of value is called a value chain. This section explores some of the implications of such a chain.

Michael Porter, in addition to his five forces, developed a flow diagram that illustrates the sequence of activities that generates value. As shown in Figure 2-5, these activities are inbound logistics, operations, outbound logistics, marketing and sales, and service and support. You will learn about each of these steps next.

Figure 2-5. Value Chain

Inbound logistics refers to the process of receiving, storing, and distributing raw materials for the manufacturing process. In many businesses, this step is highly automated and involves delivering raw materials to the production process in a just-in-time manner.

Operations refer to the process of turning raw materials into finished goods and services. This includes any manufacturing process. In businesses that are tightly integrated with OEM manufacturing, this might be a wholly or partially outsourced activity. However, even completely outsourced production operations need internal management of the operations process.

Outbound logistics is involved in the warehousing and distribution of finished goods. This process, too, can be almost wholly eliminated if a business is tightly coupled with its customers. For example, many vendors expect their customers to warehouse and distribute their products.

Marketing and sales is composed of the activities that identify customer needs and generate sales. Although this process is shown as a downstream activity to outbound logistics, in reality it can take place along the entire value chain. Successful businesses usually attempt to identify customer needs well before anything is actually manufactured and often involve customers in the process of overseeing manufacturing.

Service and support refers to the activities of ensuring that the goods delivered to the customer continue to perform as expected and to deal with any customer difficulties arising from the use of the product. In addition, as noted previously, service can be the point of the value chain, where the primary focus of the business is in the delivery of service offerings.

All these value chain processes depend on support functions within the organization, such as management, human relations, technology associated with creating value activities, and procurement activities such as purchasing.

As has been noted, the entire value chain can be highly leveraged by technology. Technology can be applied at each activity along the value chain to drastically impact the degree of effectiveness of that activity. Changes in technology can dramatically affect the competitive advantage of your organization. Changes in technology can incrementally change the value-adding activities themselves or can create new configurations in the value chain.

For example, implementing advanced information systems and standardizing the network infrastructure can make an organization more competitive. They can reduce cycle times, allow faster decision making, and create higher levels of integration with partners and customers. This results in lower cost and higher levels of satisfaction throughout the value chain.

The application of Internet-enabled IT can confer significant competitive advantage. The Internet-centric organization gains competitive advantage and increases its market value not only through the products and services it sells, but also through the way in which it shares and uses information.

Value chains link the supply chain in your organization with the customer. Implementing Internet-enabled systems in different parts of the value chain reduces costs, increases the efficiency and productivity of your organization, and creates new products and services for your customers.

The Internet and IT can support the value chain of an organization in several areas:

It is no wonder that organizations enabled by technology can significantly outperform those competitors that are not technology enabled. What is even more important is that information technology is such a competitive advantage that even small businesses that are IT enabled can now outperform much larger organizations. IT, it turns out, can neutralize advantages that used to be defined by capital holdings. This is important in a global economy, where the ability to maneuver quickly can be a key to success. A large organization usually is not as responsive to market changes as a small company, and when the small company is empowered with the appropriate technology, the large company can be at a significant disadvantage.

On this and the following page, list all the areas in your organization where IT could affect your delivery of value or add competitive advantage.

As you saw earlier, organizations strive to deliver value to the customer that is greater than the cost of the activities that created it, generating a profit. By analyzing the value chain of your organization, you can discover its core competencies, areas in which IT can improve business processes, and activities in which it can pursue a competitive advantage.

It is important to take a closer look at how cost advantage and competitive differentiation strategies apply to the value chain and how they can help your organization expand in the marketplace. Figure 2-6 shows how cost advantages and competitive differentiation, when applied to the value chain, can drive competitive advantage for a firm.

Figure 2-6. Cost Advantage and Competitive Differentiation Applied to the Value Chain

In the previous section, you discovered that it is possible to manipulate the value chain to achieve cost reduction and competitive differentiation. One of the most effective ways to do this is to apply IT to the various value chain steps to increase the flexibility and cost dynamics of the business.

Another way in which Internet-enabled IT allows a business to reduce cost and differentiate is to provide a means to share or even off-load pieces of the value chain to other organizations. When only pieces of the step are off-loaded, this is called out-tasking. It is called outsourcing when the complete step of the value chain is done by another organization.

For those doing business in the twenty-first century, the whole notion of outsourcing might seem pretty mundane, but it is actually a radically new way of looking at business. In the Industrial Age, manufacturers concentrated their operations in a centralized physical location. This allowed them to own and control their entire value chain, which gave them an advantage over the competition. Internet-enabled organizations are different. They connect with customers, employees, partners, and suppliers in ways not previously possible. Using the Internet, it is possible to share knowledge and key processes globally in near real time. Figure 2-7 shows the stark differences between an Industrial Age firm’s value chain compared to an Internet-enabled firm’s value chain.

Figure 2-7. Comparison of an Industrial Age Firm’s Value Chain to an Internet-Enabled Firm’s Value Chain

This information exchange allows a tighter coupling between disparate organizations than was ever possible even between departments within the same organization during the Industrial Age. This is important because it allows different organizations to focus on their core competencies and leverage others to create more value than would be possible if a business tried to achieve competency across all the value chain functions by itself.

For example, a clothing manufacturer might sew clothes extremely quickly and efficiently but not know anything about how to prepare the material beforehand or how to sell the finished product. Another organization might know a lot about how to market clothes but know relatively little about how to manufacture them. When these two organizations work together, the clothing market works more efficiently, because each organization is doing what it does best.

As a consequence of this new focus, industries and organizations are undergoing fundamental shifts from large, organization-owned value chains to networks of specialized organizations, each focused on what it does best. This partnership helps them deliver greater value and increase overall financial performance. Internet applications allow organizations to interconnect with suppliers and partners and create an extended “virtual organization” that spans the globe.

In 2003, we wrote a book that describes the continuum for virtualizing business processes (The Case for Virtual Business Processes, Cisco Press, 2003). On the one extreme, a business automates nothing and out-tasks nothing. On the other extreme, the business chooses to outsource large parts of its value chain. This virtualization continuum makes clear that an organization can choose how much to outsource. We pointed out that the best place to be for most functions within the business is somewhere in the middle of the continuum. You do not want to put too much of your business in the hands of someone else; but you do not necessarily want to devote a large amount of your resources to performing functions that are not core competencies, either.

The key, of course, is to recognize the nature of core competencies. Anything that is fundamental to the creation of intellectual property in your business is a core competency. All other functions are peripheral and could conceivably be out-tasked.

How can you identify your core competencies in practice? It turns out that you can apply two tests to a particular activity to determine whether it constitutes a core intellectual property for the business. The tests are to assess whether the activity constitutes a key differentiator from competitors, or if allowing another organization to perform the task would increase any risk factors of doing business to the firm.

The degree to which differentiation is a core competency is tied to the ease with which a competitor could reproduce it. If, for example, the difference between your product and that of your competitor is the color, that would be easily reproducible. The product would not be much different and would not be core to the business. Therefore, outsourcing color selection is a reasonable choice. If, on the other hand, the difference is profound, say a completely new function that the competitor cannot copy, it would be core and would represent a differentiator that you would not want to outsource. That is a segue to the second point.

Risk to the business would be increased if the color selection outsourcer happened to outsource to a third party whose quality controls were not of the highest standards. In such a case, the small differentiation of the product would be negated by the low quality. The risk to the business that the poor quality, such as uneven color tone, would significantly degrade sales is considerable.

Many activities, if outsourced, might constitute a risk to the business. At first blush, they might not be perceived as a source of differentiation, but they could still damage the business if done poorly. In the case of a service company that chooses to outsource its customer-facing service functions, this could be a high-risk decision.

To represent all this graphically, look at the table shown in Figure 2-8. The X-axis represents differentiation from competitors, with activities that directly contribute to the competitive advantage of your organization positioned on the left. The Y-axis represents risk to business, with activities that pose a high risk to your organization positioned higher up in the table.

Figure 2-8. Out-Tasking and Outsourcing

The next section looks at differentiation and risk to business in more detail.

By differentiating between activities that your organization should do itself and those that partners can do for you, your organization will be able to focus its resources on its core activities and leave less essential tasks to outside partners who specialize in those activities.

But how do you determine which activities to give to whom?

Look at the previous table in more detail. You should outsource some of the activities to partners and out-task others. What is the difference?

So, as you can see, the context within which outsourcing and out-tasking are evaluated is the degree to which competitiveness is enabled. The dynamics within which this evaluation take place are differentiation and risk. In the next section, you will see how differentiation can be created in practice using IT.

This section looks at three case studies that involve companies attempting to achieve differentiation through the application of technology. After each case study is a worksheet where you should list the key differentiation that was achieved and note whether you think that this differentiation is reproducible by the competitors of the company. Also note whether you think that this differentiation would be a good candidate for outsourcing or out-tasking for the company in review.

This section reviewed several strategies for achieving success in the marketplace. These strategies included increasing productivity and decreasing costs. Cost reduction can involve the approaches of outsourcing and out-tasking, but care must be used in selecting activities to out–task, because they could be critical to core competencies.

One way to radically reduce cost is to apply the power of Internet-enabled IT to streamline core business processes by reducing overhead and increasing efficiency.

You are probably familiar with the concept of business value because you likely use it when making your own purchases. When you go shopping for a car, for example, you are looking not only at the model of car and its features, but at the company behind it. Does the company have a good reputation? Does it have a focus on product quality, and does it have a reasonably solid financial base? Will it be around in a few years, when my car starts needing repairs? Car value, it turns out, is much bigger than just the car.

This is much like the process used to assess business value. Investors look at three dimensions: business differentiators, financial drivers, and improvement disciplines. Financial drivers are associated with growth, profit, and risk. Business differentiators are associated with innovation, quality, and productivity. Improvement disciplines are associated with prioritization, process, and people.

These three drivers, shown in Figure 2-9, can be thought of as forming a pyramid. Each needs to be satisfied, or the pyramid will fall. Each is critical to achieving a high value assessment.

Figure 2-9. Business Value Framework

Financial drivers are those attributes of a company that drive revenue in an efficient way. The two primary drivers impacting a value perception are growth and efficient productivity.

As you have seen, growth strategies are designed to maximize revenue. If a company employs strategies in such a way that revenue grows over time, the value perception of investors is increased. If a company fails to grow or grows less than the market in which it operates, the value perception of investors is decreased.

By the same token, productivity and efficiency are also important to investors. These attributes translate into cost control and are long-term indicators of the potential of the ability of the firm to grow in a sustainable manner. Investors are interested in whether costs increase in proportion to revenues or are increasing faster than revenues. Ideally, costs are decreasing in relation to revenues as a firm takes advantage of economies of scale.

As discussed, productivity and efficiency are important to value and value creating, and neither can be pursued in isolation. For example, online banking can reach a customer base in areas that might not have many bank branches. The acquisition of new customers at low incremental cost can lead to increased profits. Using the same example, online banking reduces the number of people needed to process transactions. This in turn reduces customer support or contact requirements, which increases efficiency, lowers cost, and grows profits. Figure 2-10 shows the flow of financial drivers to increase a firm’s profits.

Figure 2-10. Financial Drivers of the Business Value Framework

For a publicly traded company, how is all of this reflected in its stock price? Stock prices reflect the investor estimates of growth, profit, and risk. As profit and revenue grow, so does the stock price. As the risk of the investment increases, the stock price declines. Of course, both of these dynamics happen at the same time, so stock price can be thought of as the capital market expectation of how profitable that organization will be in the coming years, adjusted for risk. This expectation of future profitability determines how much investors are willing to pay for a share of stock.

Revenue growth is assessed in terms of average annual sales over a period of years. In other words, one-time revenue growth is usually not sufficient to assess the revenue potential of a company. It is the sustainability of revenue production that eases the fear of risk for investors. The duration in years of sustained revenue growth is usually called the competitive advantage period (CAP).

Profit growth is driven by revenue growth coupled with cost controls. Cost controls seek to control both variable costs—those costs associated with production—and fixed costs—those costs associated with operations. In addition, cost control seeks to reduce the cost of assets and taxes. In practice, this means a focus on process management to ensure the most efficient production process possible within the constraints of good quality.

To the extent that investors see either poor revenue growth or poor cost containment, their perception of risk increases, and their perception of value decreases for the company.

Figure 2-11 shows the second driver for shareholder value as differentiation. Unless your business is completely unique to begin with, you are probably worrying about how you can make yourself appear different to your customers. Even commodity producers constantly look for ways to make their product more appealing to customers through more compelling packaging or other cosmetic differences.

Figure 2-11. Differentiators of the Business Value Framework

Aside from purely cosmetic changes, though, how can your business achieve differentiation? It turns out that true business differentiation can be achieved through a business focus on innovation, quality, and productivity.

Innovation, of course, allows you to create completely new products that address customer needs in unique ways. This approach has been the preferred one for technology firms, especially those devoted to the information technology market. Innovation requires, though, that you free up the human and capital resources necessary to create it.

Quality is another way to achieve differentiation, especially in commodity markets. If your product is inherently better from a form, fit, and function perspective, it is probable that customers will prefer it to the product of your competitors, for whom the quality level is not as high.

Finally, productivity is an enabler of differentiation because, if you are able to produce a product more efficiently, all other things being equal, you should be able to free up resources that allow you to focus on improving quality and innovation.

These three pillars of differentiation allow a business to carve out unique pieces of a market. They are data points that serious investors research when deciding where to place their money. Venture capitalists, especially, tend to favor businesses that are highly differentiated.

The third leg that defines shareholder value is improvement disciplines, as shown in Figure 2-12. Improvement disciplines allow a business to devote resources to innovation, quality, and productivity. Since the era of the Japanese quality revolution, improvement disciplines have been at the forefront of business thinking.

Figure 2-12. Improvement Disciplines of the Business Value Framework

Essentially, improvement involves a focus on three things: prioritization, process, and people. You learn how this works next.

Prioritization involves focusing your attention on what really matters. If everything is deemed high priority, nothing actually is, because you are constantly shifting from project to project, while nothing is actually accomplished. For a business to be successful, it must be able to decide what it will devote its resources to and, just as importantly, what it will not devote its resources to.

Deciding on what is important is the key to prioritization. Once again, priority, products, and projects are those that have the highest probability of contributing to the growth or differentiation of a firm. When in doubt, assign a higher priority to those that generate the greatest revenue.

Process improvement has been endlessly debated, and many structured approaches are available to address process management. Chief among them currently is Six Sigma, which attempts to evaluate processes in terms of defects per million attempts (DPMA). This approach is an outgrowth of Total Quality Management (TQM), which looks at processes statistically. Both process improvement methods are concerned with the idea of process control. If a process is in control, it is producing the highest quality possible for the least amount of overhead. If it is out of statistical control, the process can be improved to achieve a more efficient production dynamic.

Finally, people improvement focuses on the training of employees to adopt new skills that enable new business processes. Although many companies have chosen to achieve improving skill sets through attrition and replacement, over time, this approach becomes counterproductive as employees with critical knowledge of the company and its culture leave. A better approach, and more cost effective in the long run, is to hire good employees and then provide training to keep them current. Morale is improved this way, and the company does not hemorrhage talent over time.

The three drivers for shareholder value—financial drivers, business differentiators, and improvement disciplines—cannot be pursued independently. Each depends to some extent on the other two drivers, as shown in Figure 2-13. Improvement disciplines drive business differentiation. Business differentiation drives financial performance, as does improvement. However, without financial performance, neither differentiation nor improvement is possible.

Figure 2-13. Interrelationship of the Three Drivers for Shareholder Value

Each of these drivers is important to prospective investors and shareholders. Each will be evaluated by the market and will, for publicly traded companies, determine the stock price. For private companies, these are still important, because they determine how willing private investors or venture capitalists will be to provide funding.

This section discussed the ways in which its constituents value a business. You have seen how financial drivers, business differentiation, and improvement disciplines work together to raise the value perception of investors who then express their value perception by the price they are willing to pay for stock. The next section examines how this works for virtual organizations: those businesses that are founded on information rather than fixed capital.

What is an NVO? It has many definitions. Cisco Systems, for example, defines an NVO in terms of its culture. John Chambers, the chief executive officer (CEO) of Cisco Systems, defines NVO as: “...a business model based on two basic assumptions: companies and government organizations will add value on a sustainable basis by focusing efforts on core capabilities. They will rely on systems and out-tasking partners for those responsibilities that others can do more effectively; at the heart of this model is increasing productivity using networking technology to appear as one virtual entity to their customers.”

The NVO concept first appeared in a book called The Virtual Corporation, by William Davidow and Michael Malone (1992). They wrote that the virtual corporation is a “corporate partnership model” that combines the strongest functions (core competences) of multiple companies:

Their findings established that a single organization cannot manage all these competencies alone. Organizations need partners to succeed. Although Davidow and Malone conceived this idea before the explosion of the World Wide Web, organizations are now combining this idea of the “virtual corporation” with the Internet to run their organizations more efficiently.

We also wrote about such organizations when we published our book, The Case for Virtual Business Processes: Reduce Costs, Improve Efficiencies, and Focus on Your Core Business (Cisco Press, 2003). In that book, we took a somewhat different view of NVOs or, as we called them, virtual business processes. We defined a virtual business process as a process that leverages Internet-enabled IT to achieve significant increases in productivity and profitability.

The common thread within all these definitions is the idea that technology can allow a company to off-load the noncore functions to outsourcers so that investments can be made in those functions that are fundamental to the business: the core functions.

The network is the critical element that makes the NVO business strategy possible. The network links people, information, and processes to enable greater customer intimacy, innovation, value, and productivity. In essence, the organization that adopts an NVO business model has the capabilities to create and manage a networked virtual ecosystem (NVE) of companies. These companies work together for a specific purpose and for a specific period to deliver products or services.

NVO is, in essence, a new way of doing business. The NVO business model is based on three key strategies:

Groups of NVOs that partner to bring products and services to market operate in an NVE. When executed properly, an NVO business model increases productivity and reduces costs through the continuous improvement of core versus context evaluations of an organization. The most effective organizations follow all three strategies at the same time.

The next section looks at these strategies in a little more depth.

The whole point of an organization is to deliver a product or service to a customer at a profit. Axiomatic to that, the customer needs are important and should be met. Although it is easy for a conventional business to forget this, and many have, an NVO cannot afford to. Customer focus is the way that an NVO can outmaneuver its competition, even if the competition is substantially larger and has substantially more resources. Because companies that respond quickly to their customers often sell more products and services at a higher profit margin, NVOs apply technology to speed up their customer responsiveness.

The NVO approach places customers at the center of the network, effectively making them a partner in the process. Call it a customer-centric view of the world. Sometimes customers might be consumers, and other times they might be organizations. Still other times, in the case of a public school, for example, customers might be children and the family. Regardless of who the customers are, the important thing to remember is that customers are at the center of the planning and operation of the organization.

NVOs have a fanatical focus on core competencies. Supporting or context competencies are quickly outsourced or done away with entirely whenever it is possible. NVOs rely on multiple partners to perform business functions that are required to deliver products and services. By partnering with other organizations that have complementary core competencies, an organization can achieve the benefits of industry scale and innovation that it could not achieve if it tried to do everything by itself.

Core is all about providing new competitive advantage in the market. It is not core business or core competencies. It is the new offerings that an organization makes to drive a competitive edge. Context is all the processes required to run the organization and to fulfill commitments.

As described in the previous section, context tasks can be easily identified based on their relationship to revenue production or differentiation. If the task under consideration adds value to the organization either by increasing revenues (either directly or prospectively) or by decreasing costs, it can be assumed to be a core skill. If the task only consumes resources without conferring an advantage or by adding incremental revenue, it should be outsourced or out-tasked.

As has been noted before, out-tasking and outsourcing are different:

Finally, NVOs pursue standardization fanatically. They seek to standardize processes, data sets, and IT systems. These standards allow the organization to operate much more efficiently than it otherwise could. Standardization also allows groups of NVOs to operate more efficiently, essentially functioning as a single entity. This concept is called continuous standardization.

NVOs need to establish standard business processes inside their organizations, across all departments and divisions, as well as with partners on the outside. Some organizations, for example, might have different ways of handling customer orders depending on whether they came in over the web, over the phone, in the mail, or in a store.

Non-standardized ways of handling customer information make it difficult for the organization to quickly gauge customer response to new items or sale prices. And it makes it next to impossible to create a just-in-time (receiving goods only as they are needed in the production process) inventory management system run by the suppliers of the organization. Having a standard set of data inside and outside the organization is critical to becoming an NVO.

How can the three strategies of NVOs generate business value? Implementing an NVO strategy is an ongoing process. Organizations must continually revisit questions such as these:

How an organization answers these questions will determine the best way to increase business value. Each of the NVO strategies generates bottom-line value, but as a general rule, you can imagine the NVO driving business value as shown next.

The three NVO strategies can have a significant impact on many organizational initiatives.

Following are a few of the financial benefits gained by NVOs:

NVOs are significantly more nimble in the market than conventional business. Because they are technology enabled rather than fixed asset enabled, they can respond more quickly to customers; they can adjust their aim more readily and with fewer internal organizational issues; and they can focus on core value-generating competencies rather than investing in asset upkeep and modernization.

In the following case studies, you will see how two companies applied NVO technology to improve operations and revenues.

To illustrate the Continuous Standardization strategy, watch the video to see how Kennisnet has been able to improve e-learning services by standardizing technologies and business processes.

Centrelink, a leading Australian government agency, has benefited from an NVO strategy in many different ways. They built an NVO to improve service, quality and choice for citizens, while also reducing costs. Watch the video to learn more about Centrelink.