The (international) supply chain for industrial capital goods is shortening and rapidly changing. The function of importer/distributor is weakening. All players in the supply chain are continuously forced to justify their added value. Spare parts margins are deteriorating. Both branded and non-branded competitors are doing all they can to capture your installed based population.
You are content with your growth strategy but you have difficulty with the execution. The daily operation seems to face new hick-ups every day and cannot seem to maintain the right priorities. Your executive management team is seasoned and experienced but inefficiency seems to restrict progress. Senior management is struggling with priorities and doesn’t seem to be operating as a team. Misunderstandings are often due to differences in cultural and/or personal interpretations of agreements.
Customer loyalty is weakening, mainly because of massive price transparency through the Internet. The Internet easily enables TCO calculations, which in turn leads to highly competitive forces, especially for parts pricing in maintenance contracts. New and existing customers compare and buy on the internet, demand full-convenience and only want to use and pay for product utilization. Preferably purchased directly from the manufacturer. When they need it, where they need it and at a standard tariff per km, hour, day or kg with no bother at all. How do you prepare for this new generation of customers?
You feel the need to review your business model, your internal communications and processes but you are overloaded with priorities. You might be in need of an unbiased sparring partner that understands the market, the trends and the workings of your industry.
Sounds familiar?, then proceed to my proposition