Category Archives: Market Intelligence

Web 2.0 is Dead! Good thing B2B 3.0 Takes Business Intelligence Out of IT’s Hands and Into Yours

Loren Feldman of 1938 Media is right! Web 2.0 is Dead! Good thing there’s B2B 3.0 to pick up the slack!

Scanning through the past few months of ZDNet’s Tech archives, I came across this commentary by Sid Probstein, CTO of Attivio, one of the many companies popping up in the “semantic web” and “enterprise search” spaces that is likely a competitor to Endeca, a company you’ve probably read about on Spend Matters. While I’m not going to comment on either solution, both of which appear to me to be a merger of traditional OLAP BI engines with better rules engines (which give the user more flexibility in both the definition and application of business rules for data segmentation and reporting), I definitely agree with the premise of the commentary, that IT’s involvement in Business Intelligence (BI) will diminish in time as business users adopt new technologies to quench their thirst for information, and believe that it will happen as these users adopt more and more B2B 3.0 technologies.

I really liked how the article got straight to the point.

Today’s mainstay BI tools are extremely good at tracking raw transactional numbers like sales figures and profit margins. What they fail to adequately address are the root causes, or drivers, of trends in those numbers. Moreover, they are typically able to tell what happened — but not explain why (unless it is evident in some other numeric data), let alone alert the business as a change emerges. … Answering these types of questions with the average BI tool is challenging: at best, it takes a great deal of time to gain even one additional level of insight.

Furthermore,

The cost of these investigations is often high. Large numbers of IT staff must collaborate to extract, transform and load the data into a warehouse, update data dictionaries and then reconfigure the layers of OLAP, summarization, reporting and dashboarding. Despite these efforts and a slew of recent corporate acquisitions, many questions remain beyond the reach of such systems.

Thus,

To provide greater value, BI tools must evolve in two ways. They must enable users to answer deeper … questions about the enterprise. Then they must make it possible for general business users to easily obtain information.

Hear, hear! I couldn’t have said it better myself!

Real BI allows you to aggregate all of the relevant information that you need to make a decision into a single coherent view, just like Vinimaya (rebranded Aquiire, acquired by Coupa) does for procurement professionals who need a single integrated catalog; real BI allows you to build the spend cube you need, on the fly, with derived dimensions, on multiple data sources, in real time, just like you can with BIQ (acquired by Opera Solutions, rebranded ElectrifAI); real BI gives you access to the global trade rules and global trade systems in real time, like Integration Point (acquired by Thomson Reuters); and real BI lets you inspect, classify, and take actions on your transactions in real time based on rules you define, which the new search-based BI engines like Attivio allow you to do.

And finally, B2B 3.0 Simplifies B2B for Suppliers and this enables buyers!

Annual Vendor Day – Year 2

Editor’s Note: This post was last updated on May 13, 2010.

It’s been one year since my first vendor day post. As it was one of my most popular posts last year at this time, I decided that I would update it for you. I hope it will allow you to quickly and easily find independent, (mostly) objective, third-party analysis of your favorite vendors. Enjoy!

Master Vendor Index:

AECsoft

Akoya

Algorhythm

Apriori

Aptium Global

Aravo

Archstone

Arena

Ariba

Austin Tetra (Equifax)

b-pack

B2B Connex

BIQ

BizNet

Blinco Systems

Bravo Solution

Cambrian House

cBoxBid

Claro

Co-exprise

CombineNet

Compiere

Coupa

CVM Solutions

D&B

Decideware

Denali

EC Sourcing

EcoVadis

Emptoris

Enporion

FieldGlass

Global Data Mining

Head2Head

Hiperos

i2

Iasta

Import Genius

Informance

Integration Point

IQ Navigator

iValua

Ketera

Kinaxis

Lexington Analytics

MCA Solutions

MFG.com

(The) Mpower Group

Nextance (Versata)

Next Level Purchasing

NineSigma

Oracle

Orbian

Power Advocate

Protiviti

Provade

Rapt

Rearden Commerce

Rollstream

Rosslyn Analytics

SAP

Servigistics

Sorcity

SourceOne

SupplierSoft

SYSPRO

The Receivables Exchange

ThomasNet

Trade Extensions

TrueDemand

UGS (Siemens PLM)

Upside Software

Vendormate

Vinimaya

WisdomNet

Vendor Post Index:

Vendor Sourcing Innovation Solution(s)
AECsoft * SIM-Powered e-Negotiation, Part I

* SIM-Powered e-Negotiation, Part II

* e-Sourcing

* SIM: Supplier Information Management

* Contract Management

* Spend Analysis

Akoya * Ahoya!

* Design Cost Out

* Cost Analytics
Algorhythm * The Optimization Rhythm in India

* Still Pounding Out the Optimization Rhythm in India (Part I)

* Still Pounding Out the Optimization Rhythm in India (Part II)

* Supply Chain Optimization

* Inventory/Warehouse Optimization

* Distribution Network Optimization

* Manufacturing/Production Planning Optimization

Apriori * Introduction

* Sourcing Maniacs 2008 Vendor Tour

* Cost Analytics

* Process Models & CAD Integration

Aptium Global * An Emerging Spend Powerhouse * Consulting: Direct Materials Sourcing
Aravo * The Arrival

* Supplier Information Management

* Sourcing Maniacs 2008 Vendor Tour

* SIM: Supplier Information Management
Archstone * Actualization * Consulting: Supply Chain Operations

* Consulting: Strategic Sourcing & Procurement

Arena * Introduction * PIM: Product Information Management
Ariba * Ariba + Orbian = ? * e-Sourcing

* e-Procurement

* e-Payment

* Spend Visibility

* Supplier Network

* Supplier Management

Austin Tetra (Equifax) * More Than Just Supplier Master Data

* Is This The Year Austin Tetra Breaks Out?

* Supplier Data Management

* Spend Management

b-pack * Packing It In for A Brave New World, Part I

* Packing It In for a Brave New World, Part II 

* e-Procurement

* e-Sourcing

* P2P

B2B Connex * e-Document Management * e-Procurement

* e-Document Management

BIQ * Spend Analysis I: The Value Curve

* Spend Analysis II: The Psychology of Analysis

* Spend Analysis III: Common Sense Cleansing

* Spend Analysis IV: Defining “Analysis”

* Spend Analysis V: New Horizons I

* Spend Analysis VI: New Horizons II

* Spend Analysis: What Purchasing.com Got Wrong

* Aberdeen on Spend Analysis: Lost in the Trees

* The Future of Spend Analysis

* Integrating Contract Management and Spend Analysis

* Screwing up the Screw-Ups in BI

* Sourcing Maniacs 2008 Vendor Tour

* Spend Analysis I: It’s the Analysis, Stupid

* Spend Analysis II: Why Data Analysis is Avoided

* Spend Analysis III: Crosstabs Aren’t Analysis

* Spend Analysis IV: User Defined Measures, Part I

* Spend Analysis V: User Defined Measures, Part II

* Spend Analysis
BizNet * Perform-IS * Supplier Performance Management
Blinco Systems * Third Wave * GCM: Global Commerce Management
Bravo Solution * Optimizes Its Way Onto the doctor‘s Short List

* Analysis and Supplier Performance Management

* e-Sourcing

* e-Procurement

Cambrian House * Crowdsourced Software * Software Development
cBoxBid * See Box, c Box Bid * Marketplace for Boxes
Claro * Clarity

* Crystal Customs

* Crown Jewels

* Consulting: Spend Analysis

* Consulting: Strategic Sourcing & Procurement

* Consulting: Spend Management

* Consulting: SRM (Supplier Relationship Management)

Co-exprise * Kick Ass Direct PLM Sourcing, Part I

* Kick Ass Direct PLM Sourcing, Part II

* Sourcing Lifecycle Management I: The Direct Sourcing Cure

* Sourcing Lifecycle Management II: A New Entrant

* Sourcing Maniacs 2008 Vendor Tour

* PLM e-Sourcing

* e-Marketplace

Combinenet * Communique I: Beginnings

* Communique II: Comparisons

* Communique III: Differences

* Communique IV: BoB’s Unique Talents

* Communique V: Expressive Bidding

* Communique VII: BoB’s Power Source

* Communique VIII: Energy!

* Decision Optimization
Compiere * Think Different! * ERP
Coupa * Procurement Independence

* Cabana Cafe Open For Business

* Charges Ahead

* More than Coupacetic

* It’s … It’s … It’s Coupasonic!

* The Sunflower Starts to Blossom

* Coupa + Amazon EC2 = Energized Procurement!

* Fill Your Gas Tank With e-Procurement

* Sourcing Maniacs 2008 Vendor Tour

* QuickDraw Procurement with QuickStart

* e-Procurement
CVM Solutions * Not Just About Supplier Diversity Anymore! * Spend Analysis

* SRM: Supplier Relationship Management

D&B * Not Just for Performance Anymore * Market Intelligence

* Supplier Data Management

* Risk Management

Decideware * Agency Performance Management Experts * Supplier Performance Management

* Scope of Work / Project Management

Denali * Delivers! * Consulting: Strategic Sourcing & Procurement

* Staffing & Recruiting

* Market Intelligence

EC Sourcing * Easy and Affordable Sourcing

* Corrective Action Management

* e-Sourcing Platform

* Corrective Action Management

* Strategic Sourcing Consulting in CPG, Retail, and related verticals

EcoVadis * An Exploration * SaaS Sustainability Solution
Emptoris * Update

* Lies, Damn Lies, And …

* Optimization-Free Advanced Sourcing Services Analysis

* My Response, Part I

* My Response, Part II

* Sourcing Maniacs 2008 Vendor Tour

* Spend Analysis

* e-Sourcing

* SRM: Supplier Relationship Management

* Contract Management

* Decision Optimization

Enporion * Don’t Overlook at the Emporium * Catalog Management

* e-Procurement

* e-RFX & e-Auction

* Contract Management

* Supplier Management

FieldGlass * Sourcing Maniacs 2008 Vendor Tour * Contingent Labor Solution
Global Data Mining * Don’t Underestimate Trade Compliance

* It’s Time To Get Your Trade Data In Order

* Sourcing Maniacs 2008 Vendor Tour

* GCM: Global Commerce Management
Head2Head * For the Supply Chain Nail * Staffing & Recruiting
Hiperos * Is It Time To Get Hip With Hiperos?

* Stay Hip With the Program

* Extended Enterprise Management
i2 * New and Improved

* i2 – Still Truckin’

* Spend Visibility
Iasta * Noteworthy

* Optimization: Can you Afford NOT to do it?

* Sourcing Maniacs 2008 Vendor Tour

* Spend Analysis

* e-Sourcing

* Decision Optimization

* Contract Management

Import Genius * Are you an Import Genius? * US Import & Export Data
Informance * Enterprise Manufacturing Intelligence

* MPM in Disguise

* Manufacturing Performance Management
Integration Point * Another Way to Get Your Trade Data in Order

* Sourcing Maniacs 2008 Vendor Tour

* Trade Compliance to a New Level

* Trade Data Management

* Compliance Solutions

IQ Navigator * IQ-Based Navigation of Contingent Labour Sourcing * Contingent Labour Management
iValua * End-to-End Sourcing and Procurement, Part I

* End-to-End Sourcing and Procurement, Part II

* e-Sourcing

* e-Procurement

Ketera * A Conversation

* Catching Up With

* There’s More than Connect

* Sourcing Maniacs 2008 Vendor Tour

* Spend Analysis

* Contract Management

* Supplier Network

* e-Procurement

* Catalog Management

Kinaxis * Sourcing Maniacs 2008 Vendor Tour * Service Management
Lexington Analytics * Welcome

* How much do you know about your spending?

* Do you have a plan?

* Opportunity Analysis: The Challenge is Having Accurate and Usable Spend Information

* Spend Analysis Consulting Services
MCA Solutions * A Strategic Service Parts Management Platform

* Bringing the Aftermarket Forward, Part I

* Bringing the Aftermarket Forward, Part II

* Strategic Service Parts Management

* Aftermarket Management

MFG.com * A Community in the Making

* MFGX.com – Exploding onto the Scene

* Sourcing Maniacs 2008 Vendor Tour

* e-RFX

* Supplier Discovery

(The) Mpower Group * Talent, Training, and Transition * Consulting: Talent Management

* Consulting: Risk Management

* Consulting: Strategic Sourcing

* Consulting: Supplier Relationship Management

Nextance (Versata) * Next Generation Contract Management * Contract Management
Next Level Purchasing * Welcome

* Purchasing Certification as a Savings Strategy

* Sourcing Maniacs 2008 Vendor Tour

* Purchasing Training

* Certification: Senior Professional in Supply Management (SPSM)

NineSigma * The Open Innovation Mission * Open Innovation
Oracle * No Advanced Sourcing * e-Sourcing

* e-Procurement

Orbian * Ariba + Orbian = ? * SCF: Supply Chain Finance

* e-Payment

Power Advocate * Sourcing Maniacs 2008 Vendor Tour * Strategic Sourcing

* Category & Market Intelligence

* Spend Analysis

… for the Energy Industry

Protiviti * Manage Risk, Reap Reward * Consulting: Risk Management
Provade * Outsourcing, Part I

* Outsourcing, Part II

* Outsourced Procurement

* Workforce Management

Rapt * Sometimes It’s Okay To Get Rapt Up In Revenue

* Rapt Up In Revenue

* Price Optimization
Rearden Commerce * Unique Challenges of Travel Procurement

* Unique Solution For Travel Procurement

* Personal Travel Assistant

* e-Marketplace: Travel

* Expense Management

Rollstream * Roll Out to Your Community

* Steamroll Your Compliance Problems into Submission

* ECM: Enterprise Community Management
Rosslyn Analytics * Taking Analytics-Based Insights to the Masses

* A Spend Visibility Platform the Masses will Rally Around

* Spend Analytics

* Spend Visibility

SAP * Sapphire Sensation * SCM: Supply Chain Management
Servigistics * Tomorrow’s Strategic Service Management Today

* Workforce Management: A Servigistics Approach

* Sourcing Maniacs 2008 Vendor Tour

* Service Management
Sorcity * The Sorcerers * e-RFX

* e-Auction

SourceOne * SourceOnce scores a Grand Slam with WhyAbe

* Sourcing Maniacs 2008 Vendor Tour

* Stragic Sourcing & Procurement Consulting

* SaaS Sourcing Tools

SupplierSoft * Sourcing Maniacs 2008 Vendor Tour

* Supplier Process Management

* Supplier Information Management

* Compliance Management

* Supplier Audit Management

SYSPRO * Forecasting and Inventory Optimization for Small & Mid-Sized Businesses, Part I

* Forecasting and Inventory Optimization for Small & Mid-Sized Businesses, Part II

* ERP

* Inventory Management

* Forecasting

The Receivables Exchange * Become a Financial Superstar * Receivables Financing
ThomasNet * Taking Sourcing to the Masses

* Sourcing Maniacs 2008 Vendor Tour

* Supplier Registry

* On-line Procurement Tools

Trade Extensions * On the Eleventh Day … (X-Mas 2008)

* Trades Up Its eNegotiation Management Capabilities and UI

* Demonstrates Optimization is Not Just for the Private Sector

* Strategic Sourcing

* e-RFX

* Decision-Optimization enabled Auctions

True Demand * Overcome the Seven Deadly Sales Suppressors * Inventory Visibility
UGS (Siemens PLM) * Understanding * PLM: Product Life-cycle Management

* e-Sourcing

Upside Software * Sourcing Maniacs 2008 Vendor Tour * Contract Management
Vendormate * Great Fit, Less Fraud! * SRM: Supplier Relationship Management

* Healthcare Solutions

Vinimaya * The Next Wave in Product Catalogue Management (PCM)

* The B2B Search Engine

* Sourcing Maniacs 2008 Vendor Tour

* Catalog Management
WisdomNet * Supply Risk Management * Consulting: Supply Chain Operations

Is your favorite vendor missing? Let the doctor know and — most importantly — let the vendor know! Although the doctor is more than happy to speak with vendors and review their solutions at his earliest opportunity, like many of his blogger brethren, he doesn’t have the time to be making random calls all day trying to chase down elusive vendors. (Especially when some vendors don’t (yet) perceive us bloggers as important enough to bother with. Hard to believe isn’t it? Especially considering Sourcing Innovation now gets more traffic than many of the traditional print publication web sites!)

Also, if you have been covered on Sourcing Innovation before the publication date, and are not on the list, please let the doctor know (and send the permalink) and accept his sincere apologies.

Identifying the Right Local Supplier for You

Not that long ago, in Local Suppliers, Your Opportunity is Now!, I echoed Tim Cummins’ sentiments when he stated that the current market should offer the perfect storm for local suppliers to make their case that, when everything is factored in, they are often the best choice for your business as they are often able to offer lead time reduction, quality, compliance, and innovation advantages that their offshore peers cannot. In other words, I noted that you, as a buyer, should be looking hard at local suppliers, who just might be the right choice for your business.

However, what I did not point out was that not all local suppliers are equal. Not all are able to offer all of the advantages listed, and each of the advantages offered by a specific supplier will differ in degree, if not in kind, with respect to the particular advantage offered. Thus, even though I believe many of your needs can be met locally, I don’t necessarily believe that any old local supplier will do — it has to be the right supplier for you.

This seems rather straight-forward, but it doesn’t provide an answer as to why some suppliers are more cost effective, why other suppliers are more innovative, and why yet other suppliers strive to straddle the middle. I’m not sure anyone has a good answer for this, but I have to say I do believe that it has to do with the relationship between the buyer and the supplier, the goals of the relationship, and, differentially, the trust between the buyer and supplier, or lack there of.

Why? In a recent post on Commitment Matters, Tim Cummins tackles the question of why buyers and suppliers must work together. In his post, he notes that a relationship can span the spectrum between a focus on cost and a focus on innovation. In the beginning, a buyer tends to focus narrowly on cost, at the expense of commitment and innovation, because that’s the issue that led to a shift in supply. However, the lack of innovation starts to hurt the buyer as competitors introduce better products into the marketplace, so the buyer switches to a long-term relationship based on trust in order to collaborate and inspire innovation. But after a while, the partnership becomes too comfortable, the buyer finds itself at a competitive disadvantage, and it reacts by switching back to a cost-focus in an effort to “right the ship”. In other-words, the relative trust determines the relative level of collaboration and the merits of the relationship in question.

Thus, depending on the current levels of trust between a supplier and its buyers, it is likely that it will either be tightly focused on cost, tightly focused on innovation, or somewhere in a comfortable middle.

So how can you tell where a supplier’s focus is? Tim gives us more insight when he tells us that buyers not in a position of power tend to seek out collaboration but those in a position of power tend to seek out cost reduction, because they don’t feel the need to collaborate. Thus, if you know the buyers that constitute the majority of a supplier’s business, and you know where their focus is, you can likely determine where a supplier’s focus is. And I hypothesize that this could go a long way to helping you find the right local supplier for you — the one with the right relative focus on cost, innovation, and quality to take your sourcing initiatives to the next level.

Poor Metrics Will Undermine Your Marketing Efforts

A recent article in the McKinsey Quarterly discusses how “how poor metrics undermine digital marketing”, something The Brain and I have been trying to tell you for a while now. (Hint: clicks and page-rank don’t matter!) The article notes that, at least as far as measurements are concerned, the digital world has developed faster than the tools needed to measure it and as a result marketers are failing to tap the digital world’s full power. This is a problem, because the old standby metrics usually tell you to spend the bulk of your marketing dollars in the worst way possible.

Traditional metrics, and to some extent even traditional web-advertising strategies, are very limited in their applicability. The realities are the following:

  • Ad-words are only good when you’re selling well-known widgets.
    They do nothing when you’re trying to make a conceptual sale, or even a sale of anything even modestly complex, because the universe of ad-words you would have to “cover” is impossibly wide. This is doubly true if the buyer doesn’t even know what to search for. If you’re selling a facial tissue product, you probably have to buy 3 ad-words: “kleenex”, “facial tissue”, and “facial wipes”. If you’re selling a spend-analysis enterprise solution, the universe increases to at least a couple of dozen ad-words, including: “spend analysis”, “data analysis”, “business intelligence”, “spend reporting”, “data reporting”, “spend visibility”, “transaction analyzer”, “transaction reporting”, etc. Now imagine that you’re a consulting firm trying to sell purchasing / sourcing / procurement / supply management / spend management / supply chain / etc. consulting. What ad-words do you buy?
  • Ad-word and targeted-search clicks aren’t as relevant as you think.
    There are three things you have to remember here. (1) Most surfers click on the top few links that are returned. (2) Many surfers don’t know the best term to search for. (3) Many words, especially in the English language, have multiple meanings. Let’s say you’re Bob’s Sponge Emporium, and you just ran a big ad campaign that you expect will entice people to search for your online store. Guess what, an average user searching for “Sponge Bob” WILL NOT be searching for you! They want the Nickelodeon character who lives in a pineapple under the sea. Of course this is an extreme example, but you get my point.
  • Page views can be misleading.
    For example, Purchasing gets A LOT of page views. But in addition to the buyers, vendors, and consultants you might expect to reach, guess who you’re also going to reach a lot of — sales people who are reading it because it is viewed (by those who think that numbers alone tell the whole story, as it has the largest distribution list) as the leading traditional print publication in the space.
    If you’ve already reached the Purchasing audience, you might try a publication with a larger circulation that would include people affected by the purchasing profession — for example, Information Week, which covers all types of technology. But then the number of purchasing professionals who saw your ad would be an even smaller percentage of the total number of people who see your ad — for which you’re likely paying by the impression.
    The reality is that only two types of sites get mega page views: sites that are generic in nature, or sites that are popular culture (gossip) in nature. Chances are that, unless you’re selling trinkets to travelers, neither is going to be very effective in reaching your target audience.
  • Position and placement on the page is VERY important.
    Consider your average companion web-site to a print publication. Banner ads at the top. Mini-banner ads on the sides. Small banner windows in the page. Banner ads at the bottom. Is anyone going to notice all those ads? Especially if average page width is wider than the average browser window (since not everyone surfs with a wide-screen with a maximized browser window, especially if they’re doing research and have their screen split to view on one-side and take notes on the other) or, as I find to be quite common these days, the page depth is four or five screens deep. Sure your advertisement might be displayed 25,000 times, as per your agreement, but if it’s at the bottom of the page, I doubt even 2,500 people saw it … and, if it’s on a site that gets generic readership, I doubt that even 25 of those people would be your target market. (Which means you’re paying a lot more per ad than you think you are!)
  • It may be hard to quantify, but it all boils down to brand.
    People buy the brands they know. If you want a sale, and in particular, a complex software or service sale, if people aren’t aware of your brand, you’re never going to be invited to the table. More importantly, new research shows that a very large number of people are never going to buy on a click anyway — instead, they “store up” your impression for later, and then navigate explicitly to your home page. Furthermore, many surfers are likely to combine on-line and off-line research before making a decision, and they may then contact you through a traditional channel rather than going through an impersonal web contact form, or what they may perceive as a “dangerous” click-through.

So what are the right metrics? That’s a good question. It’s very hard to capture brand impact from clicks, downloads, and “impressions” when you don’t know whether your ad was somewhere on the screen where a surfer would see it. What we do know is that repeat impressions matter (because impressions build brand awareness). And, those companies who have tried to rigorously measure the success of their on-line marketing efforts against traditional marketing efforts have found that digital marketing, done right, is successful. Per the McKinsey article, 55% of them are cutting their expenditures on traditional media in order to increase funding for their online efforts.

So forget about click-throughs and downloads and focus on brand. Ask yourself where you can place your logo so that your brand will repeatedly reach the largest percentage of your target market — and not just a random web surfer. Don’t forget “Web 2.0” blogs, wikis, forums, and social media sites that not only attract a large number of visitors in your target market but primarily attract visitors in your target market. Chances are, that’s where you’re going to get the exposure you’re looking for.

Influencing Value Movement Through the Supply Chain

Industry Week recently ran an interesting article by Daniel Flint, Professor of Marketing at The University of Tennessee about “moving value through the supply chain”. The article, which starts off by noting that it’s not just value that moves through the supply chain, but perception of value, notes that you have to deal with both if you want to influence value movement through the supply chain.

Furthemore, the author is correct when he notes that value management begins with understanding that value is in the eye of the “customer” and not inherent in any product, service, or system. If you don’t understand what the customer wants, there’s no way that you can provide value. Although a significant amount of research states that all customers value functional benefits, relational benefits, service benefits, and brand reputation and that they evaluate each distinctly, they also evaluate both the monetary and non-monetary sacrifices, which includes the difficulty of doing business with a vendor. Thus, in order to move value, a company must constantly improve the value perceptions immediate and downstream customers perceive they are getting. After all, customers are constantly refining their interpretations about the value of specific products, services, and relationships.

So what can you do to influence value movement throughout the supply chain? According to Daniel Flint, you can:

    • Start by operating under the assumption that your competition knows 10% more than you do.
      Dig deep and outwork your competition.
    • Then assume the most critical aspects of the desired value propositions are changing 10% faster than your current nightmare.
      And do your best to stay ahead of the game. Be vigilent for opportunities to influence changes in value perceptions anywhere along the supply chain.

 

    • Ignore emotional bonding through superior brand management at your own peril.
      Quality is critical, but ultimately, it is emotional bonds that solidify customer relationships and facilitate higher margins.
    • Develop relationships that enable significant and frequent information sharing.
      You’ll need the help of your supplier chain partners to succeed.
    • Learn by thinking out of the box.
      Don’t hire only from within your industry. Top talent from outside can also help you find the way.