President

1

• President
• Joseph de Souza
• InCaS Trainers
• Feed back
• Valérie GUIMARD
• Jean-Fabien MEROC

2
INCAS and INTERNAL COMMUNICATION

• 1 ) Very comprehensive bottom-up process.
  Complements the view of the management team
• 2) Excellent motivation tool for the team They
  see that their opinion is listened to and becomes
  part of the company strategy
• 3) The Portfolio diagram is a powerful
  com-munication tool towards the whole company
• 4) Helps to unlock co-operative discussions
  oriented towards positive actions for the future

3
INCAS and CONCRETE IMPROVEMENTS

• 1) VMI will use it in their budgeting process
• 2) BDL intends to develop the consulting side of
  the activity by including InCaS in its offer
• 3) EBS loses customers due to delocalisation.
  They identifyed new potential business with
  imported goods by prospecting custom agents
• 4) PROJIRIS developed an on line marketing tool
  On line demo model for risk management
• 5) BGME introduced the training of newly hired
  managers by experienced old timers

4
INCAS a success for the MDs

• The picture given by InCaS perfectly mirrored the
  idea they had about their company
• 2) The systematic screening methodology
  highlighted forgotten problems
• 3) Financing is based on business plans. The
  value of a business plan relies on the quality of
  assumptions. InCaS comforts the credibility by a
  better understanding of actions undertaken

5
DISSEMINATION MEETINGS

• Different meetings have been done
• Meeting with banks and financial managers to
  explain the interest of InCaS to their customers
• Radio diffusion
• Meetings and proposals meeting with large
  entrepreneurs organisation (MEDEF-CGPME) and
  smallest ones(BNI, ETHIC...)
• InCaS english flyer traducted in French.
• PENDING
• Communications means cost is a pending question
  to accelerate the InCas life process (study being
  done)
• More regions to be included
• POSITIVE FOLLOW UP TO COME
• More regions to be included
• Possibilities to include subsidiaries of
  International groups
• Business defined segments of International groups

6
DISSEMINATION MEETINGS

• MAIN QUESTIONS OF ATTENDANCE WERE
• 1 ) COST FOR SMEs In terms of
• a) External cost in
• b) Internal time spent
• 2) WHAT IS NEW IN InCaS
• Many techniques have been developed, like
  Balance Score Cards.
• What is InCas added value ?

7
COST OF InCaS IN

• In France training of workforces is mandatory by
  law.
• Some bodies (OPCAs) are collecting this money
  from companies as a tax. And they
• Define a list of registered Training Programs
• Receive the yearly Training Plans from the
  companies
• Review and approve these Plans Finance them.
• We are presently working with BDL on including
  InCaS on the list of officially registered
  training programs.
• In this way, InCaS would involve no additional
  cost for companies. They only should select it
  from the registered program list.

8
InCaS INTERNAL TIME in (manxday)
Based on 5 SMEs we estimate the time necessary to
implement InCaS as
Based on 5 SMEs we estimate the time necessary to
implement InCaS as
9
InCaS INTERNAL TIME (manxday)
10
WHAT IS NEW IN InCaS
11
ADDED VALUE OF InCaS

• We feel that
• InCaS Process covers all other processes (Markus
  WILL speeks
• of a Meta-method)
• InCaS is a Bottom-up
• process, thus fully exploring the company

Note InCaS is covered by the Quality process
and vice versa
12
CONCLUSIONINCAS A VERY SUCCESSFUL TOOL

• InCaS
• Has been highly appreciated by the pilot
  companies
• Should systematically take place in the yearly
  Planning / Budgeting process of companies to
  complement it regarding intangible assets which
  are today not properly dealt with