The (international) supply chain for industrial capital goods is rapidly changing. The function of importer/distributor is weakening. Spare parts margins are deteriorating. Branded and non-branded competitors are doing all they can to capture your installed based population.
Your growth strategy seems to be good but you have difficulty with the execution. Daily operations seems to be drowning in attending to customer needs and are facing the same hick-ups every day again and cannot seem to catch up and maintain the right priorities. Your executive management team is seasoned and experienced but after sales has become too complex for easy decision making. Senior management has lost awareness of how after sales actually works and struggles with priorities.
Customer loyalty is weakening, mainly because of massive price transparency through the Internet. The Internet gives easy insight in pricing and total-cost-of-ownership (TCO), leading to very competitive forces, especially for parts pricing in maintenance contracts. New and existing customers compare and buy on the internet, demand full-convenience and basically only want to 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 and internal processes but you are also overloaded with priorities.
Talking with an unbiased sparring partner that understands the workings of an after sales organization in your industry might be a welcome opportunity.
Sounds familiar?, then proceed to my proposition