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It’s clear to us that sustainability has to be a core driver for any business, but also that the organisational Say Do Gap is probably largest when the cost of making that change hasn’t been quantified, or worse, the benefits of that investment aren’t believed in by stakeholders internally and externally.

It’s the combination of our experience across customer insight, business change and growth that has allowed us to build a methodology that can be applied across multiple scenarios, allowing businesses to make decisions where tangible and intangible cost and value are on an equal footing and therefore directly comparable. In short, our analysis makes everything tangible.

Say Do’s insight and data analysis tools can assess, for example, the cost of re-engineering a production or supply chain process to be more sustainable against the potential uptick in customer attraction and lifetime value, or the directly attributable change in metrics for employee attraction and retention. And where there is no discernible advantage to be gained, we’ll identify that too.

Our model can be utilised in almost every scenario, allowing business leaders to put sustainability firmly on to the change agenda as a driver of business value.

Say Do’s ROI methodology takes sustainability from cost to value driver

Our 4D process uses sector leading analysis tools and categorises the investment and return that needs to be measured across the 3 key areas of:

  • Customer
  • Organisation (including every contributory element to CAPEX and OPEX through operations and supply chain)
  • Shareholder (current and potential investors)

The 3 categories are obvious in themselves but the work we undertake to uncover the core drivers of sustainable business value are less so. And their relative importance also needs to be measured and acted upon over time.

Fundamental is an understanding of the drivers of choice for customers (equally important in b2b as in b2c environments) and measuring this over time. This applies to the customers you have and those you would like to acquire, considering actions of your competitor set and points of predisposition and propensity to trial, buy, stay and critically, leave.

Metrics within the organisation can influence outcomes of employee health (e.g. job satisfaction, ability to attract and retain talent) and the quantifiable nature with which organisations pursue sustainability initiatives will directly affect the types of investment that organisations attract and can have access to.

Say Do’s ROI methodology layers all of these elements together to deliver not just a quantification of investment actions, but a prioritisation, sequencing and measurement of them over time.