top of page

Scenario Year 3

What happens in Year 3
The existing projects and missions remain active but the requested number of FTE's change, depending on the status of the projects

 

  • Decide what opportunities interest you most. (consider profiles, #FTE, Profit)

  • There is 1 new opportunity that is presented to all suppliers. BUT since it is a short term mission (1.5Year) the customer will only contract 1 supplier for this project.

  • There is another new opportunity, but due to the ‘confidential’ character of the mission, this information was not spontaneously shared with all suppliers.
    Only the suppliers who spent time on the 'Prospecting' activity last year were told it and only they can participate in this mission.

  • The customer has taken over a leasing company. The managers you are in contact with at the bank, are now also responsible for a number of new  projects within this leasing company.  In their buying preferences they will make a difference between bank and leasing projects.
    Working in project modus with external suppliers is new to the leasing company and therefor their focus on a good Price/Quality will be even more important. Also, as Leasing is a more closed and competitive environment, strategic information is only shared once they really know you well.

 


NEW PRINCIPLES

  • RETENTION: on opportunities that run more than 1 year, the customer does not want to replace all resource. Depending on the purchasing type of the opportunity, a certain part of resources will automatically be extended with the same supplier

  • PROFIT: The KAM is by his own company not only evaluated on the number of FTE's sold, but also on the PROFIT he is generating.

    


Actions to take by each supplier:

  • Decide what opportunities interest you most. (consider profiles, #FTE, Profit)

  • Determine the Preferences the manager in charge of the targeted opportunities would have. (consider the difference Banking – Leasing)

  • Take a number of actions that further align your Value Proposition towards the expected Buying Preferences of the customer.  Since each action take a number of days to executed, and the time you can spend on the customer is limited to 5 actions.

Opportunities Year 3

Bob

BANK:

Legislation (*NEW*) => Confidential will only be shared if supplier has done 'active' prospecting

A disruptive government lawsuit is expected.
To avoid problems, a worldwide screening of the business activities is needed.
Seen the strategic importance of this matter only specialists will be accepted to work on this opportunity.

FTE = 75

Strategic Program Follow Up

FTE = 20

Big Data

FTE = 40

LEASING:

Integration: Business Study (*NEW*)

The leasing activity was not a strong activity in the past. Top management has decided that the best way for a quick growth is a merger.
A potential merger candidate was partner, and a strategic, short term advice on how strategies of both companies should be aligned is requested.

FTE = 100

Claire

BANK

Outsourcing

FTE = 110

Homeworking

FTE = 40

Carl

BANK

Mobile Banking

FTE = 75

LEASING

Integration: Technical Study (*NEW*)

An in depth analysis of technical architecture compatibility is requested.

FTE = 100

Miranda

BANK

Hybrid products (*NEW*)

New market entrants are launching hybrid electronic banking products that can become dominating in the market. Eg by adding non-traditional banking services onto a banking cards.
The bank has to act very quickly by changing all payment cards of all their customers => they look for a partner who can deliver.
This opportunity will be assigned to 1 supplier. Next year the project will still live but 50% smaller.

FTE = 30

Terrorism

FTE = 100

LEASING

Globalisation back-offices & Outsourcing  (*NEW*)

In the banking activity the customer had a good experiences with the outsourcing of non-strategical activities.
As significant cost reductions were achieved with this, they want to see if the same advantages are possible in Leasing. But the leasing activity is very decentralised and before outsourcing can be put in the picture, all the de-localised leasing back-offices need to be centralised. The centralisation & globalisation of back-offices will be a labour intensive opportunity, but might not a real challenge for the suppliers.

FTE = 80

Please reload

Actions Year 3

Take a number of actions that further align your Value Proposition towards the expected Buying Preferences of the customer.
Since each action takes time, you can select maximum 5 to execute this year.

RESULTS

See impact of your decisions

bottom of page