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Scenario Year 2

What happens in Year 2

The team that was put together in year 1 had as major delivery to set up the strategic program and delivered a roadmap. Since this has been done, the workload decreases substantially, resulting in a significant reduction of this team.

Based on the delivered roadmap, 5 new opportunities are started.

You are given, here below, additional information on the managers you will be in contact with, and on the projects they will be starting.

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 proposition matches with the opportunity needs.

Attention: the supplier whose perceived value proposition matches least with the manager’s buying preferences, 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.

The managers you are in contact with


Head of Strategy

He determines where the company will go the next years and decides which type of project will be started.
He is a visionair and therefor a bit chaotic at times. Sometimes it's difficult to understand what exactly he is aiming at. He appreciates people who bring up solid arguments during discussions, showing they know what they are talking about. At the same time, he detests it when people don't know anything about his business.
Once you have his trust he will show his loyalty by sharing information openly. He expects the same behavior and effort from you in return.


Head of Corporate Risk

It's her job to contain all operational risks and foresee backup solutions.  Previously she was in charge of the Process Department where she learned what the critical processes and functions in the company are.
She is known to be stubborn and likes to go in details. During discussions she is a good listener and likes to discuss all alternatives. Once decided, she does not like 'vague' proposals and wants a signed contract before continuing. She wants to feel in control absolutely detests to encounter surprises.


IT manager

As IT managers he is used to deal with large projects. He is a real 'techie' who loves state of the art solutions. Each time he needs to buy something, he writes a detailed charter and expects his suppliers to read and understand his detailed specs and to deliver accordingly. Some people think he is a bit of an autist as he is extremely structured.  He does not like it if suppliers ask too many questions or deviate from his specifications.
He is very proud of his work and thinks his solutions impact the performance of the total business, but rumours go that top management does not share the same vision.Due to his good knowledge and his position he is authorised to approve high value contracts. When negotiating with him he will ALWAYS begin bargaining.


Purchasing manager

She is a 'no fuzz' person who is in charge of buying all 'non complex, non critical' products.
As many suppliers are able to deliver these 'commodity' products, Miranda is aware of the competition she can create among all interested suppliers. She will base here decisions to a large extend on a good price. But attention, she still expects you to deliver a 'minimum/healthy' quality.
Once she decided on what she wants, she will immediate draw up a standard contract with that supplier.

Opportunities Year 2


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 = 100


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 = 30



The political and social environment is changing drastically. Banks are considered to be 'bastions' of capitalism of the western world.
Even though there is no immediate threat, 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 = 120



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 = 65


Actions Year 2

When all suppliers have SUBMITTED their answers, the client will compare them and provide the RESULTS.


See impact of your decisions






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