Spreadsheet: e3eb2c58-076d-4fb2-a610-1652b1396289
Sheet: Teksten

Value proposition strength and weakness
-5 | Your products  and services are not aligned with your customer needs, nor on each other and that causes unsatisfied customers.
-4 | A better alignment of your products and services and a better alignment on your customer needs would improve a better relationship with your customers.
-3 | The added value of your products and services are poor. Are they well aligned on each other and do they meet customer expectations?
-2 | Your value proposition is not balanced. Either the products and services are not well aligned or they do not meet customer expectations.
-1 | Customers are not quite satisfied. Make sure the alignment of your products and services meet customer expectations.
0 | A doubtful score. Check to see what is happening or else you will lose customers.
1 | Customers are slightly satisfied with your products and services. A better alignment with customer needs or a better alignment of your product portfolio is needed.
2 | You know what customers want and you do your best to meet these expectations. You are doing pretty nice.
3 | Customers are satisfied with your value proposition. There still is a possibility for improvement.
4 | Your portfolio is in balance. You have aligned your products and services with your customer needs.
5 | Your products and services are well aligned with your customer needs. That makes your customer satisfied.
Value proposition opportunities |  | Toegevoegde waarde klanten |  |  |  | Producten of [NAME]
5 | There are opportunities to offer more value for your customers or to better align your products and services with each other.
4 | A better alignment of you portfolio and more added value for your customers will offer extra revenues.
3 | Use the opportunity to mutually align your portfolio and to better align with customer needs.
2 | There are opportunities to better align your portfolio on customer needs or to improve the balance in your portfolio.
1 | There are not many opportunities to improve your value proposition.
Value proposition threads |  | Substituut |  | Betere prijs
5 | Competitors have a better price or there are many substitutes available.
4 | Substitutes are available and there is a price pressure. |  | prijs
3 | See if there are substitutes or check whether your price is to high?
2 | Thread of substitutes or price pressure.
1 | There is a low thread of substitutes or low prices at the competition.
Customer relations strength and weakness |  | Goede en sterke relaties |  |  | Klantenbinding door overstapkosten en sterk merk
-5 | Customer relations are poor. The relation are not good and not strong. Customers can easily switch and the brand is not strong.
-4 | The relations with your customers are bad. They will switch easily to other suppliers.
-3 | Your segmentation or relationship management is inadequate. Besides that customers can easily switch and your brand is not strong.
-2 | Give attention to your customers, a better segmentation or account management is needed. Check the switching cost en the image of your brand.
-1 | Your customer relations are wakening and the loyalty of customers is getting less.
0 | Mind your segmentation and how is your account management. How high are switching cost and what is the image of your brand.
1 | Your customer relations are reasonable and there is some loyalty of your customers.
2 | You have a common segmentation, your relationships are maintained however not exploited. Customers can switch whenever they want.
3 | Take care that your relationships with your customers don't weaken and the brand gets less strong. Mind the switching cost for your customers.
4 | You have good relationships with your customers and you have a strong brand. Switching is not easy for your customers.
5 | You customer relations are very good, they are strong and good. Customers can hardly switch and your brand is strong.
Customer relationships opportunities |  | Klantrelaties, overstapkosten, niet winstgevende [NAME], relaties automatiseren
5 | Improve your customer relationships, increase the switching cost en "fire" non profitable customers.
4 | Check the relations with your customers, are the switching cost high enough or do you have non profitable customers?
3 | Your customer relationship probably can be better. Can you "fire" non profitable customers or can you raise switching cost?
2 | Check to see if you can improve your relationship with your customers or if you have any non profitable customers.
1 | There is an opportunity to improve your customer relationship or to get rid of non profitable customers.
Customer relationship threads |  | Verslechteren
5 | Your customer relation are under pressure en will weaken rapidly.
4 | Your relationship with customers are weakening.
3 | Your customer relationships are under pressure.
2 | Your customer relationships may weaken.
1 | Spent attention to your customer relations.
Customer segments strength and weakness |  | Verloop, segmenteren, werven
-5 | Your customer retention is too high, your segmentation is inadequate and acquisition has no effect.
-4 | Your segmentation is bad, acquisition has no effect and customer retention is high.
-3 | Is your segmentation correct? Do have to canvass a lot because of a high retention rate?
-2 | Is your strategy aligned with the segments in your target group?
-1 | Is your target group well defined?
0 | The approach of your customers is to common. Is your segmentation correct? How do you target these segments?
1 | Targeting your segments is successful and customer retention is normal.
2 | Customer acquisition is aligned with the target group. An other market approach strategy may help.
3 | Could you improve customer acquisition by target each segment in a different way? Are you able to keep customer retention low?
4 | You have a good distinction between your customer segments, customer retention is low and customer acquisition is successful.
5 | Your segmentation is good. That is why customers stay and customer acquisition is successful.
Customer segments opportunities |  | Groei, nieuwe segmenteren, fijnere segmentatie
5 | Make use of growth and a better segmentation. Develop offerings for new customer segments.
4 | Segment your target group in more detail and use the growth of the market.
3 | Choose between market development and market penetration in a growing market.
2 | Choose market penetration or find a better segmentation.
1 | Use growing markets, new segments or amore detailed segmentation.
Customer segments threads |  | Concurrentie, verzadiging en overlopen
5 | Defend yourself against competition to avoid customer retention and search for other markets to expand.
4 | Competition and saturation of the market causes customer retention. Make a new positioning and find new markets.
3 | Go compete competitors or find other market segments to avoid a battle with competition.
2 | Compare your competitors or check the saturation of the market.
1 | Competition is penetrating your segments, keep sharp. How much growth is possible for everybody?
Channels strength and weakness |  | Efficiënt en effectief, afgestemd op klanten en geïntegreerd
-5 | Improve your channels on all aspects.
-4 | Your channels are poor. On at least two aspect they don't meet expectations: quality, customers and size.
-3 | Evaluate your channels on quality, customers and size. These subjects are not well aligned with each other.
-2 | Are your channels efficient and effective? Are they aligned with customer needs? Are they able to handle large amounts?
-1 | Your channels can be improved. Make a proper analysis.
0 | Further development of channels offer possibilities.
1 | Your channels offer advantages. However they can be used better.
2 | Improve your channels on quality, effectiveness, efficiency, customer orientation and size.
3 | Your channels are good. Better alignment between quality, customer orientation and size gives advantages.
4 | O at least two of the following aspects your channels are fine: quality, customer orientation and size. Improve the third one.
5 | Your channels are very good.
Channels opportunities |  | Kwaliteit, klantensegmenten, nieuwe kanalen
5 | Improvement on all aspects of your channels is possible.
4 | Improve the alignment of your channels.
3 | On more than one aspect of your channels are improvements possible.
2 | Improve one of the aspects of quality, customer orientation, integration, new channels of your channels.
1 | Try to improve your channels.
Channels threats |  | Concurrentie en irrelevant
5 | Protect your channels against competition and make sure they stay relevant for your customers.
4 | Either competition takes over your channels or customers think they are irrelevant or it is both.
3 | Customers and/or competitors threaten your channels. Which are relevant for the customers and which are relevant for competition?
2 | Protect your channels.
1 | Decide which channels are important for you and protect them.
Revenue streams strength and weakness |  | Marge, inkomsten voorspelbaar,  goed betalende klanten(herhalingsaankopen, duurzaam , divers)
-5 | Your revenue streams are in serious danger. Build better relation with your customers so your revenue streams stay.
-4 | Your customers are not consistent in paying. That is why the predictability of payments reduces and your margins getting less.
-3 | Your revenue streams are under pressure. Causes can be a low margin, the unpredictability of your revenue streams and your customers are not consistent in their payments.
-2 | Help your customers with their payments and pay attention to your margins.
-1 | Assess your credit management and mind your margins.
0 | Improve your relationships with your customers for a better margin and predictability of revenue streams.
1 | Find preservation for your revenue streams.
2 | Check where revenue streams can be improved on margin, predictability or loyal customers.
3 | Guarantee a good customer relationship so customers turn in to loyal paying customers.
4 | Your customers are loyal payers. Keep satisfying them with what they are willing to pay for.
5 | You have regular revenue streams and a good margin. Check where you can invest your money.
Revenue streams opportunities |  | Cross selling en andere bronnen, inkomensstromen, prijzen verhogen
5 | Consider raising your prices, apply cross selling, find other revenue streams and change single revenue streams into repeating revenue streams.
4 | You have enough possibilities to find new revenue streams.
3 | Your pricing is correct, which other revenue streams are available, apply cross selling.
2 | There is a possibility for other revenue streams or price increase.
1 | Increase the continuity of your revenue streams. Possibly increase prices.
Revenue streams threats |  | Margedruk, inkomstenbronnen
5 | Defend your revenue streams or find new ones. Guard your margin for example by saving cost.
4 | Of which revenue streams are depending and what pressure on your margin does this mean?
3 | Continue your revenue streams and margins.
2 | Make a risk analysis of your revenue streams and margins.
1 | Which developments on the market can be of influence on your revenue streams and margins?
Activities strength and weakness |  | Efficiënt, kopiëren, [NAME] en verhouding in-outsourcing
-5 | Increase efficiency and quality of your activities. Make sure they are hard to copy. Check the balance between in-house activities and outsourcing.
-4 | Check which activities you want to keep and which ones to outsource in relation with the quality and cost of your activities.
-3 | Outsources easy to copy activities and focus on low cost and high quality of the other activities.
-2 | Analyse your activities with respect to cost and quality. Which ones are easy to copy and to outsource.
-1 | Make a choice with respect to cost and quality of your activities. What have you outsourced and what not?
0 | Analyse the ratio between cost and quality of your activities. Are the easy to copy? Make a choice in in-house activities or outsourcing.
1 | Improve the efficiency or the quality of your activities. What are in-house activities and which activities can be outsourced?
2 | Check if activities can be more efficient. Protect against copying or outsource activities.
3 | Which of the aspects of cost, quality, easy to copy or outsourcing can be improved?
4 | Are quality and cost to be improved by in-house activities or outsourcing?
5 | Continue your activities as they are.
Activities opportunities |  | [NAME], efficiency, ict
5 | By standardizing your activities, make them more efficient and support them with ICT you reach comprehensive savings.
4 | Optimizing your activities will save you cost.
3 | Which of the three aspects offer cost savings, ICT, more efficient activities or standardisation of activities.
2 | Analyse cost savings by standardisation and improvement of efficiency.
1 | Analyse cost savings on your activities.
Activities threat |  | Verstoring, bedreiging kwaliteit
5 | defend your core activities and guard the quality of your activities.
4 | What does disrupt the quality of your activities and what are these disruptions?
3 | Check possible disruptions of your activities or threat of the quality.
2 | What is a risk for continuity of your activities?
1 | Which risks are there for your activities?
Resource strength and weakness |  | Voorspelbaar, moeilijk te kopiëren , [NAME] resources
-5 | Make a planning of the resources needed, decrease not used resources or attract resources you need and make sure they are unique.
-4 | Align the resources in the internal demand and consult with customers concerning orders to be expected. Make sure sources cannot be copied.
-3 | Are there too many or too less resources, are they aligned with the number of expected orders and how unique are they?
-2 | Balance your resources and make them predictable. See whether they are easy to copy.
-1 | Take care for more understanding of your resource needs en determine the risk of copying.
0 | Improve the there aspects of your resources predictability, amount and the possibility of copying.
1 | Make a further analysis of your resources concerning predictability, amount and the possibility of copying.
2 | Watch the balance between your resources. Align them to your needs and/or make sure they are unique and stay unique.
3 | On which of the three aspects can your resources bee improved: predictability, correct amount and the possibility of copying.
4 | Your resources are unique and predictable, keep it this way. Keep aligning your resources to your needs.
5 | Keep your resources aligned and keep them unique.
Resource opportunities |  | Kosten, inkoop, onderbenut, intellectuele eigendommen.
5 | Save cost o your resources. Intellectual property may yield money.
4 | Resources can be optimized or you have unused intellectual property.
3 | Are your resources allocated to the right activities?
2 | Investigate which aspects of your resources make cost savings or better utilization possible?
1 | Analyse your resources for cost savings. Check if intellectual property or other means of value can be transferred into money.
Resources threats |  | Aanbod en kwaliteit.
5 | Defend and guard the quality of your key resources.
4 | What can disturb the quality of your resources and which disturbances are there?
3 | Investigate possible disturbances or threat of the quality of your resources.
2 | What endangers the continuity of your resources?.
1 | What risks are there with respect to your resources?
Cost structure strength and weakness |  | Voorspelbaar, afgestemd, efficiënt, schaalvoordelen
-5 | Get more insight on your costs and align them with your processes. Make your processes more efficient and try to make use of economies of scale.
-4 | Lower your cost by making activities more efficient or to get economies of scale. Make a planning of your cost structure and align the cost better with the activities.
-3 | Decide who can influence your costs and make your processes more leaner and meaner.
-2 | Does your cost structure fits to the company processes and are you able to plan them?
-1 | Obtain more insight in your cost structure and the cause of the costs.
0 | What is the impact of the costs in your business operation.
1 | Improvement of your cost structure is desirable.
2 | Obtain more insight on unexpected costs that are not aligned on your business processes.
3 | Make your business processes more efficient.
4 | Check where your cost can be lowered or better aligned.
5 | Your cost structure is good.
Cost structure opportunities |  | Beperken
5 | Big opportunity to lower cost. Start immediately.
4 | Cost can be lowered. Analyse where and how much.
3 | Decide on which aspects cost can be saved.
2 | Check how many cost can be saved.
1 | Save cost on the clear subjects. However don't spent too much time and effort. Your organisation is already pretty lean and mean.
Cost structure threats |  | Onvoorspelbaar, snel groeien
5 | Your costs are unpredictable and they grow harder than your revenue streams.
4 | Take care of your cost control. They can get out of hand.
3 | Are your cost unpredictable or are they growing too fast compared with your revenue streams.
2 | determine what influences your cost structure.
1 | Check your cost structure, but don't invest too much time and energy.
Partners strength and weakness |  | Focus, werkrelatie
-5 | You neglect your partners. Contact them directly.
-4 | You are less interested in your partners. You have a bad relationship with them.
-3 | Find a better focus and/or build a better working relationship with your partners.
-2 | Analyse your partners and your relation with them.
-1 | Invest more in your partners.
0 | Which partners can support you.
1 | With which partners can you start better relationships.
2 | How can partners better support you?
3 | Improve the focus of your working relationships with your partners.
4 | You have good connections with your partners. Tighten them more.
5 | Fine focus on relationship with customers. Pay attention to keep them this way.
Partners opportunities |  | Outsourcing, focus, cross selling, kanalen, aanvulling waarde propositie
5 | There are many opportunities that partners can support you. Start immediately.
4 | Further partner relationships support your company.
3 | Investigate which partners can help you improve your company.
2 | Which partners offer more value for your customers.
1 | Check possibilities with partners, however don't spent too much time and effort.
Partners threat |  | Verliezen, samenwerken, afhankelijk.
5 | Spent much attention to your partners. You are losing them, they work together with your competition and you are depending too much on them.
4 | You have less insight on your partners that can do you harm.
3 | Analyse your partner policy. You lose them, they work together with competition or you are too depending of them.
2 | Spent attention to your partners or they may cause a threat.
1 | Look at the possibilities with partners, but don't spent too much time and effort.
Partners
-9 tot -3 | Your partner policy is not ok. Spent time to change this.
-3 tot 3 | Spent attention to your partners to focus better and maintain relations.
3 tot 9 | Good partner policy. Keep this.
Activities
-9 tot -3 | Your activities don't contribute to your success. They are too expensive and the quality is threatened. Outsource your secondary activities.
-3 tot 3 | You can execute your activities more efficient and improve the quality. Perhaps some activities can be outsourced.
3 tot 9 | You have a good balance in your activities. Check the possibilities for more efficiency by outsourcing non primary activities.
Resources
-9 tot -3 | Your resources are too expensive and insufficient aligned on your company needs. Get cheaper resources and use your unused resources.
-3 tot 3 | Use your resources more efficient by aligning them better with your company needs.
3 tot 9 | Your resources are well utilised. There is still room for optimizing.
Value proposition
-9 tot -3 | Your value proposition is badly aligned on Your customer needs. Segment your customers and determine their needs.
-3 tot 3 | You do what your customer asks. Search for extra possibilities with customers and prospects.
3 tot 9 | You add value to your customers. Perhaps extra products and services add more value.
Customer relations
-9 tot -3 | The way you maintain relationships with your customers is absolutely inadequate. Strengthen your relations with your customers or they will go to your competition.
-3 tot 3 | You are capable of maintaining customer relationships. However this is not enough, intensify your relationship and align with customers needs.
3 tot 9 | You know how to control your customer relationships. Your challenge is to personalise these and to make the relationships stronger.
Channels
-9 tot -3 | The reach of your channels is surely too low. Decide how to reach customers and prospects.
-3 tot 3 | You know how to reach your customers and prospects. However it can be better. How do you reach the different segments and how are opportunities integrated?
3 tot 9 | You know how to communicate you value proposition to your customers. Find improvement in efficiency and how to reach customers.
Customer segments
-9 tot -3 | Intensify your canvassing en segment your customer file. Mind your competition. They take over your customers.
-3 tot 3 | You know your customers. A better contact lowers customer retention. Mind your competition because they are trying to steal your customers.
3 tot 9 | You have good contact with your customers and know how to keep them. Keep your relationships, however mind your competition.
Cost structure
-9 tot -3 | You have no control over your cost structure. Eliminate  superfluous cost and make them predictable.
-3 tot 3 | You know your cost structure. Align them better with your business model, lower overall cost and make them predictable.
3 tot 9 | You have a good overview of your cost structure. Watch superfluous costs so they don't get more and keep them predictable.
Revenue streams
-9 tot -3 | You have no idea of your revenue streams. Get more insight of your revenue streams and make clear what the margins are. Find possibilities at your customers and make sure that revenue streams don't get exhausted.
-3 tot 3 | You know your revenue streams. Better arguments with customers will lead to consistent revenue streams and less risk that revenues disappear.
3 tot 9 | You have a good overview on your revenue streams. Keep making good agreements with your customers. Perhaps cross selling offers more revenue. Mind your margins.