What needs to be finished first
A documented business model with clear value-proposition definition and customer segments exists.
What needs to be ready before start
Whiteboard or Miro board with Porter template; operational data (cost breakdown, process maps, employee distribution); competitor analysis; pens; differentiation scoring grid.
One strategy-experienced facilitator; executive sponsor or CSO; functional leads (Sales, Operations, IT, HR, Finance); scribe for levers and weaknesses.
Current cost structure per function; employee distribution; process maps; competitor analysis; known differentiation claims; outsourcing status.
Half day (4 h)
Template on wall: primary activities horizontally, support activities vertically. Scoring grid per activity (contribution to differentiation 1-5).
The one question this method answers
Which activities in our value creation are competitive advantage today, which cost without differentiation, and where are the strategic levers?
Marker: Phase
| Step | Duration | Action | Hint |
|---|---|---|---|
1Phase 1: Introduce template and definitions | 20 min | Explain Porter activities. Give one example from own organization per activity. Define differentiation score (1=none, 5=unique). | If activities cannot be assigned clearly, that is already an insight: value creation is diffusely organized. Sharpen assignment before scoring. |
2Phase 2: Describe primary activities | 60-90 min | Per primary activity: what we concretely do, what it costs, how many people, how value is created. Add operational data. | "We market well" is fluff. "Performance marketing with 18% conversion at EUR 30 CAC" is substance. |
3Phase 3: Describe support activities | 45-60 min | Same per support activity: activities, costs, contribution to value creation. How do they support primary activities? | Support activities are often underestimated. IT, HR, and procurement can be differentiation sources. Check actively. |
4Phase 4: Differentiation scoring | 45-60 min | Score every activity 1-5: how strongly this activity differentiates us from competition. Justify with evidence. | High scores need evidence. "We are better" without data is self-image, not strategy. |
5Phase 5: Derive levers and weaknesses | 30-45 min | Mark top differentiators (4-5) as activities to protect. Mark low differentiators (1-2) with high cost as outsourcing/simplification candidates. Add actions with owner and deadline. | Without actions, analysis is wall decoration. At least 3-5 concrete actions with owner and quarterly review. |
What comes out at the end
Value-chain map with all 9 activities, description per activity, cost, differentiation score, rationale. Lever list with owner and deadline. Outsourcing/simplification candidates separately.
Redo annually or on strategy refresh. Archive previous version with date. Document scoring changes with rationale. Update immediately for major changes.
Compact working template for Value Chain Analysis with context, input, output artifacts, and next step.
What is this method used for?
Which question should be answered at the end?
Which data, observations, or materials are available?
Owner, date, success signal.
Concrete filled scenario, fictional example
Concrete filled scenario, fictional example
Sponsor: @julia (CTO/co-founder). Participants: CMO, CSO, Head of Engineering, Head of Customer Success, Head of Finance.
Top levers
Weaknesses
Recognize symptoms and steer against them
Activities are listed but not evaluated. Workshop ends without strategic insight.
Make scoring mandatory. Differentiation score with rationale per activity. Without scoring it is an org chart, not strategy.
All own activities are scored 4-5, competitor perspective missing.
Require external source for high scores: customer voices, market data, competitor comparison.
Workshop focuses on primary activities, support activities rushed in 10 min.
At least 10 min discussion per support activity. Tech and HR can be core differentiators.
Map built and scores exist, but no lever actions with owner.
Workshop ends with 3-5 actions with owner and deadline. Quarterly review for progress.
All low-differentiation activities are marked as outsourcing candidates without strategy context.
Outsourcing needs second evaluation: strategic risks such as vendor lock-in or compliance.
Done signals checkable in under a minute
Go to the profile for purpose, similar methods, and sources or continue to the next method in the catalog.