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Scenario Year 2

What happens in Year 2
The team that was selected in year 1 to help set up the strategic program has delivered a roadmap.
Since drawing up this roadmap was the major part of their work, their workload drops significantly in year 2, resulting in a team reduction.

Based on the roadmap, 5 new opportunities are started and the managers responsible for each opportunity provide a description. (see below).
Each manager is looking for a specific skill set, and will compare the 'Value Proposition' of each supplier.
The new contracts will be assigned proportionally over the suppliers, based on how well the supplier's Value Offer matches with the opportunity  needs.
However: the supplier whose profile matches least with the expected value proposition will not receive a contract for that opportunity.    
Actions to take by each supplier:

  • Decide what opportunities interest you most.    

  • Determine what Buying Preferences the customer-manager will have for the tartgeted opportunities

  • Focus your Value Proposition towards the expected Buying Preferences of the customer by taking targeted actions.

Opportunities Year 2


Strategic Program Follow Up

The first year a team was put together to set up the program.
Part of this team is still needed, to coordinate the different projects and to make sure deadlines are respected.

FTE = 20

Big Data

All major companies, and certainly those in the financial industries are working on projects to exploit their 'Big Data' information. Bob is convinced of the strategic importance of it, but has not yet started with this. Bob urgently wants to organised a kick off. This is a prestigious project, and therefore Bob only wants to work with the best suppliers.

FTE = 20



Claire explains there is still a lot of manual & labor intensive work done within the organisation. As this type of work is adding low value for the organisation, she want to outsource it. It is important that processing-continuity is guaranteed!

FTE = 100


All large corporations are promoting that they take their 'social responsiblility' seriously and as one of the actions they are implementing & promoting "homeworking". Claire wants to jump on this wagon by launching a project on it. This project is followed by top management and is seen as 'important but not urgent'.

FTE = 25


Mobile Banking

Mobile banking is expected to become much more important in the prime market segment of the bank.
Carl explains that today they are market leader in 'digital banking', but to emphize their 'innovator' and 'top player' image, continues improvement is needed. This project contains several parts: helping re-design the look & feel and upgrading the background transactional machinery.
As the type of work is quite 'standard' and can be done by most suppliers, the preferred suppliers are asked to be creative and convincing on their potential.

FTE = 50



The political and social environment is changing drastically. Banks are considered as 'bastions' of capitalism of the western world.
The bank feels they need to take measures to protect them as organisation and also all their employees from all potential dangers of aggression and terrorism.They are looking for a supplier that can help with all types of protection measures.

FTE = 100

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Actions Year 2

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.


See impact of your decisions

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