Hello and welcome to Business 300. My name is Philip Kulenshov and this is 300

seconds about business. We're all a busy people, so I have five minutes or less to get my point across.

Let's get this done.

We're talking about your business serving the customer.

In order for your business to serve the customer, every function must be serving the customer.

None of the business should be internally focused.

Strategy, sales, operations, administration, and finance all need to focus on serving the customer.

It's all about the value being offered.

When the functions of a business start by being focused on serving the business, the business loses.

I talked about how strategy needs to focus on creating value for the customer instead of creating

value for the business, and how sales should be aiming to promote value to the customer instead of growing the revenue.

When either of those functions start at the wrong end, they lose the customer and, as a result, lose even what they think they should be aiming for.

But when they focus on serving the customer through value creation and value promotion, accordingly, they win the customer while creating value and

growing the revenue as a result. The starting point matters. The same thing can be said

about the operations function. The point of operations is to deliver value. The value that

strategy creates and sales promotes operations delivers. The focus is on value delivery. But what does that mean? Is that just a

fancy way of saying doing the work? Not exactly. We're business people, not politicians. Specifics

matter. Value delivery means three things. Quantity, quality, and timing. When focusing on value

delivery, the operation functions needs to focus on the right amount of right parts

at the right time. These three metrics can be summarized in one word, throughput. Throughput

incorporates shipping the right amount of right parts of the right time. And the question

is who defines what is right? Who gets to say what the right amount of parts to make? Who

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