What was changed
For decades Bossard Group was known in Zug as ‘the company that sells screws’, but as fasteners became commoditized, product alone could not differentiate. CEO Daniel Bossard, applying an iceberg principle, realized the fastener price was only 15% of total cost, with hidden expenses in design, sourcing, inventory, planning, quality and disruption. The decision was to look beyond the transactional sale and help customers reduce those hidden costs.
Bossard built engineering expertise, logistics systems, technical consulting and digital tools under the Proven Productivity brand, formalized in 2012. By collaborating with customers early in product development, the group became a strategic partner for firms like Tesla, John Deere and ABB. Results in the first half of 2026 showed sales up 5.3% to CHF 575.7m, EBIT CHF 72.9m (12.7% margin), and about 90% of large/medium customers maintaining relationships over ten years.
What it achieved
Sales rose 5.3% to CHF 575.7m, EBIT to CHF 72.9m (12.7% margin), and over 90% of large/medium customers stayed >10 years.
Why it worked
Market commoditization made fastener sales insufficient for differentiation.
Customers’ real needs extended to hidden costs such as design, inventory, production planning and disruption avoidance.
Bossard’s generational service culture encouraged solving broader customer problems beyond the product.
What can be applied
When products become commoditized, winning requires solving hidden customer costs and becoming a strategic partner, not just a supplier.
Aftermath
Following the strategic shift, Bossard expanded Proven Productivity with digital tools and software, deepened its presence in sunrise industries like electric vehicles and semiconductor equipment, and continued to grow globally. The company now employs around 3,300 people across 33 countries and serves over 45,000 customers, maintaining its reputation as a trusted partner that delivers peace of mind through reliability and responsiveness.
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