The Supply Chain needs to deliver. But only few can actually explain the strategy driving it. Let alone in terms of Customer Value and KPIs.
The Supply Chain needs to deliver. But only few can actually explain the strategy driving it. Let alone in terms of Customer Value and KPIs.
In a recent survey, over 60% of executives admitted they struggle to clearly articulate their company’s strategy—leading to misalignment and inefficiencies across their organizations. In the words of Bob Iger, CEO of Disney, a strategy is only as good as your ability to articulate it (1). Clarity in strategy is everything. Yet, many executives struggle to distil their company’s strategy into simple, consistent terms that resonate across their organization and supply chain. “It’s a dirty little secret,” as David J. Collis and Michael G. Ruckstad began their article on competitive strategy. “Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else.” (2) Even today, many executives struggle to articulate their company’s strategy effectively. Even when they can, their colleagues often frame it differently.
1) Iger, B., (2023), Bob Iger Teaches Business Strategy and Leadership, Masterclass
2) Collis, D.J., M.G.Rukstad, (2008), Can You Say What Your Strategy Is?, Harvard Business Review, April 2008.
Misalignment
The lack of shared understanding can truly hinder alignment and makes it difficult to design supply chains or networks that truly reflect strategic intent. Our work revolves around restructuring organizations and design supply chains after for example a mergers or acquisitions. We often encounter this gap: Be fast? Reliable? Cost-effective?
Lost in Translation
Strategy should guide decisions, especially in times of need. Get clarity in your entire team about where you are heading. No ambiguity. Even today, most executives struggle to articulate their company’s strategy, let alone translate into an effective supply chain strategy effectively. Even when they can, their colleagues often frame it differently.
Our Solution
The Customer Value Strategy Survey clarifies, ranks, and aligns your priorities around proven elements. Thinking and starting with customer value transforms strategy into clear, actionable steps, driving alignment at every level. Thinking in different elements of customer value is very intuitive and simple.
Build your supply chain strategy
No more vague goals or misaligned teams. With our structured strategy survey, you’ll receive a clear, actionable supply chain strategy document—aligned with your vision, benchmarked to your industry, and translated into KPIs. The Customer Value Profile brings focus where it matters most. We guide you through a focused survey process to define what really matters.
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Start with your Customer : 16 elements of value
At the heart of the methodology are the elements of customer value that are presented in the table below. Using a survey we establish the relative importance for the company to stand out and present to their customers. These 16 elements allow us to create a unique customer value profile for any company, identifying strengths, gaps, and opportunities. This profile helps to translate strategic intent into concrete actions and enables meaningful comparisons with industry benchmarks and archetypes. In the words of Jim Collins: only then can it is clear where to place the big bets. Using a structured survey protocol (1), I worked closely with executives and leadership teams to gather data across industries — from manufacturing to retail, and from startups to global enterprises. This survey, consisting of 40 questions, was designed to cover key elements of customer value and strategy,
1) Groves, R.M.; Fowler, F. J.; Couper, M.P.; Lepkowski, J.M.; Singer, E.; Tourangeau, R. (2009). Survey Methodology. New Jersey: John Wiley & Sons. ISBN 978-1-118-21134-2.
Mellenbergh, G.J. (2008). Chapter 9: Surveys. In H.J. Adèr & G.J. Mellenbergh (Eds.) (with contributions by D.J. Hand), Advising on Research Methods: A consultant’s companion (pp. 183–209). Huizen, The Netherlands: Johannes van Kessel Publishing.
Customer value profile
Ambition versus current performance
The Customer Value Strategy Survey clarifies, ranks, and aligns your priorities around proven elements. Thinking and starting with customer value transforms strategy into clear, actionable steps, driving alignment at every level. Thinking in different elements of customer value is very intuitive and simple.
At the heart of the methodology are sixteen core elements of customer value. Through this survey, we work with your team to establish which of these elements matter most for your company to stand out and deliver exceptional value to your customers. This allows us to create a unique customer value profile for your business—identifying strengths, gaps, and opportunities that might otherwise remain hidden.
Customer value profile
Ambition versus current performance
The Customer Value Strategy Survey clarifies, ranks, and aligns your priorities around proven elements. Thinking and starting with customer value transforms strategy into clear, actionable steps, driving alignment at every level. Thinking in different elements of customer value is very intuitive and simple.
At the heart of the methodology are sixteen core elements of customer value. Through this survey, we work with your team to establish which of these elements matter most for your company to stand out and deliver exceptional value to your customers. This allows us to create a unique customer value profile for your business—identifying strengths, gaps, and opportunities that might otherwise remain hidden.
Make it a team effort
A critical insight from our research is that within many organizations, there is a significant spread in how different teammembers perceive the company’s strategy a. Through the survey results, we could clearly see that even within the same executive team, there were diverging views about whether the company prioritized product excellence, operational efficiency, or customer intimacy. This strategic misalignment makes it difficult to effectively take any strategic action. Visual examples from our surveys illustrate these discrepancies, demonstrating that without consensus on strategy, resilience efforts are likely to be misguided.
1) Iger, B., (2023), Bob Iger Teaches Business Strategy and Leadership, Masterclass
2) Collis, D.J., M.G.Rukstad, (2008), Can You Say What Your Strategy Is?, Harvard Business Review, April 2008.
