Four Types of Value
Not Every Opportunity Creates Value in the Same Way
01
Grow Revenue
More of the demand Total Tools already attracts becomes sales — captured calls, converted quotations, larger project baskets.
Potential Incremental Value
02
Create New Revenue
New commercial models such as Rental Flex create revenue streams that don't exist today.
Potential New Revenue / Contribution
03
Protect / Retain Value
Customers who might drift, or sales lost to availability gaps, are retained.
Value Potentially Retained
04
Redirect Capacity
Staff time recovered from repetitive work can be redirected — not automatically counted as cost saved.
Hours Potentially Redirected
Value Opportunity Map
Where Could Value Be Created Across the Customer Journey?
Convert · Primary value: Direct Financial
- Call capture
- Guided buying
- Quotation follow-up
Double-Counting Control
One Customer Opportunity Shouldn't Become Three Revenue Opportunities
Unique Value
Value only one initiative can create.
Include
Potential Overlap
The same customer outcome may be claimed by more than one initiative.
Review
Enabling Value
Foundations like the Business Hub make other value possible.
Do Not Add Directly
Overlap check — awaiting values for both initiatives
Call Capture ↔ Quotation / Sales Follow-Up
A captured call may become a quotation that is then followed up — the same customer opportunity could be counted twice.
Overlap check — awaiting values for both initiatives
Digital Conversion ↔ Project Basket Expansion
A guided online purchase and its basket additions may be attributed to both initiatives.
Overlap check — awaiting values for both initiatives
Project Opportunities ↔ Quotation / Sales Follow-Up
A project signal may lead to a quotation that sales follow-up also claims.
Value Dependency Map
Some Opportunities Enable Others
Enablement Is Value. But It Should Not Automatically Be Counted as Additional Revenue.
Capacity Opportunity
Time Recovered Is Not Automatically Cost Saved
Hours saved only become cost savings if Total Tools changes staffing or spend. Model them as capacity redirected.
Potential Capacity Redirected
— hrs / yr
Model Commercial Use of Recovered Capacity (optional)
Illustrative commercial value: J$ —
Shown separately — not added to the financial total.
Non-Financial Value
Not Every Important Outcome Should Be Forced Into a Dollar Value
Customer Experience
Faster answers, fewer repeat contacts
Track · Not Monetized
Management Visibility
Earlier attention on exceptions
Track · Not Monetized
Knowledge
Consistent answers across branches
Track · Not Monetized
Product / Supplier Intelligence
Repeat-fault and supplier patterns
Track · Not Monetized
Reputation
Fair feedback and service recovery
Track · Not Monetized
Track These Outcomes. Don't Invent a Financial Value for Them.
Cost to Capture & Net Value
Opportunity Is Only Half of the Business Case
Initial Investment
J$ —
Annual Run Cost
J$ —
Year 1 Total Cost
J$ —
Adjusted Modelled Opportunity
J$ —
Indicative Year 1 Net Value
Insufficient Inputs to Calculate
Indicative Ongoing Net Value
Insufficient Inputs to Calculate
Annual value less annual run cost
This is a scenario model, not a guaranteed return.
Break-Even Analysis
What Would Need to Happen for This to Pay for Itself?
Additional closed opportunities required
Insufficient Inputs to Calculate
Flex transactions required
Insufficient Inputs to Calculate
Cost per hour of capacity redirected
Insufficient Inputs to Calculate
Uses Year 1 total cost and capacity hours entered above.
Payback & ROI
Examine the Economics Without Hiding the Assumptions
Indicative Payback Period
Insufficient Inputs to Calculate
Indicative Year 1 ROI
Insufficient Inputs to Calculate
Scenario Comparison
See How the Business Case Changes When the Assumptions Change
Scenarios scale Total Tools' own entered values. Cautious ×0.5, Expected ×1, High ×1.5, or a custom factor.
| Scenario | Adjusted Value | Year 1 Net | Payback |
|---|---|---|---|
| Cautious | J$ — | — | — |
| Expected | J$ — | — | — |
| High Case | J$ — | — | — |
| Custom | J$ — | — | — |
Sensitivity Analysis
Which Assumptions Matter Most?
Each bar shows how far the adjusted total moves if that initiative's value is 50% lower or higher than entered.
Insufficient Inputs to Calculate — enter initiative values in the model above.
What Must Be True?
What Must Be True for This Value to Materialize?
Known
The opportunity was identified in the review.
Needs Validation
Missed or unanswered calls can be measured
Pilot Will Test
A meaningful share carry purchase intent · Captured calls can be followed up and converted
Not Yet Known
Total Tools baseline and conversion rates
Value Bridge
How Could the Opportunity Build?
Current baseline is Total Tools' own figure and is not shown. Capacity redirected is tracked separately.
Awaiting Total Tools Inputs — the bridge builds as values are entered.
Executive Business Case Summary
Total Tools Opportunity Case
Gross Modelled Opportunity
J$ —
Overlap Adjustment
J$ —
Adjusted Modelled Opportunity
J$ —
Capacity Redirected
— hrs
Initial Investment
J$ —
Annual Run Cost
J$ —
Year 1 Net Value
Insufficient Inputs to Calculate
Payback
Insufficient Inputs to Calculate
ROI
Insufficient Inputs to Calculate
Non-financial outcomes being tracked: customer experience, management visibility, knowledge consistency, product/supplier intelligence, reputation.
Save Business Case
Save Total Tools Business Case
Saved on this device only. Your model inputs are saved alongside.
Scenario: Expected