The Drawdown

What this pack runs.

Cut a factory and something gets written down. Cut the brand spend and nothing happens anywhere except that the operating margin improves — which is the whole mechanism, and nobody in it is behaving badly. This pack makes the saving and the cost arrive in the same meeting, because the values conversation loses to the margin every time it is held. It prices what the brand earns in its two parts: the share of demand arriving unpaid, valued at what buying it would have cost, and the premium portion of revenue over the nearest named substitute. It sets that against the annual spend to give a return, and against five years of saved spend to give the drawdown. The number nobody has is the decay rate, so it goes across the top of a grid rather than into a cell: eleven candidate rates, the column where cutting finally breaks even, and the distance between that column and your own as the size of the assumption being made. It stops on four conditions, including the one that matters most — that an unstated decay rate is not zero by accident, but is set at zero by whoever most wants the saving.

The casebooks these cases come from.

The pack reads nine sourced decisions through the framework. They are drawn from these casebooks, each one a set of verified records on a single decision type.

A verified record has passed a mechanical claim-versus-source check, a second model's read, and human approval. The count is what exists today, not a target.