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clearly defining customer segments, and then differentiate your deliver processes, business rules, and services accordingly For instance, you may offer high-value customers several order-management options while limiting other customers to self-service and other lower-cost order channels You also may give priority to your best customers when allocating inventory in times of product shortages Cut costs and time with straight-through processing Send order information to all relevant functions credit approval, manufacturing (for make to order), warehousing, transportation, and invoicing so that, where possible, execution activities can be done simultaneously instead of sequentially, and all aspects of deliver can be organized for smoother, faster processing As with information flows, design deliver physical flows for straightthrough processing to minimize non-value-added wait time Choose your physical network production, warehousing, and transportation with an eye toward total costs and delivery time Set up end-to-end tracking and traceability.

With appropriately designed media, streaming media allows peer reviews to be attached to a particular streaming media program. If content is found to be either poor or excellent, viewers can post their comments and give the stream a rating. In several non-streaming Web sites today, you can see this kind of thing in action. Amazon.com allows readers of books to post their thoughts on the page that displays the book s details. Many customers put great store in these peer reviews and are happy to volunteer their own thoughts for the benefit of other customers. Similarly, on Stories.com, amateur authors are not only encouraged to post their work for public viewing, but also to review and construc-

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clusion is based upon the principle of arbitrage and the law of one price, an advanced practice in finance that professionals use to take advantage of trading opportunities in the market. How do we incorporate this aspect into a valuation In valuing a company, we assume that the long-term assets of the firm are illiquid or are completely devoted to generating future profits and cash flow for the firm. Therefore, long-term assets enter the valuation equation through NOPMs, and investment and depreciation ratios. Long-term liabilities of the company enter the valuation equation when they are subtracted from total corporate value, as shown at the top of Cisco s general pro forma screen. (See Exhibit 6-8.) The most reasonable way to bring the balance sheet more substantially into play is through the difference of short-term assets versus short-term liabilities. So we add short-term assets to the corporate value side of the equation and subtract short-term liabilities from total corporate value. We use this procedure in the valuations that follow.

The status of all customer orders and shipments, from order signal to cash collection, should be visible throughout the deliver process For example, customers should be able to see where their orders are, and key account managers should have access to full order information for each of their accounts Moreover, managing supply chain risks such as terrorism, counterfeiting, theft, and spoilage requires being able to seal and track shipments from point of production to point of delivery Manage data for ongoing accuracy and timeliness Good delivery performance depends on excellent data management Customer order creation and management require a broad range of information, including product attributes, technical configurations, prices, and customer addresses All this information must be kept current to avoid errors Otherwise, orders and invoices will be rejected and reworked, adding time and cost and tying up cash in the supply chain.

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