I interviewed Glenn Rosenholmer who discussed Reframing your Products and your Offer when you go to Market.
It's good to speak with you again today, Glenn. Looking forward to discussing this topic of reframing your products and your offer when you go to market.
Thank you, Dustin. I think I can see clearly that we have some sort of mismatch about the future and the current situation now. And the most obvious scene for this is business to business. But you can see it also in the business-consumer with early adopters and late movers — both if your customers that are not ready for your offer, as well as consumers not ready for being aware of what the technique today can do
|What's the relationship between physical products and services in the supply chain?|
That's a good question, Dustin. I would say that a lot of the historical ways of looking at it is that you have your physical product and you have services around it. Or you will be adding services after you have presented as a salesman or showing your offer to your clients with your physical product. It could be a robot. It could be a TV. It could furniture. It could be a system for your house or whatever. I don't see any difference anymore. Everything has relationships. But what, I think, companies need to do now is to converge your thinking about how you present your product and service offer.
If it was 80% your product and 20% your service in the mind of your salesforce or salespeople, it should be the opposite. It's actually about 80% services. You need to get
the extra warranty or the relationship in a more long relationship with your customer, meaning the supply chain also has to adapt to this.
It's not only about the last mile. It's not only about the lead time to the customer. It's about making sure that your customer, when they receive the goods with the services around it, using that word, needs to be adapting to the new situation.
How is pricing and demand forecasting done effectively?
I would say that if you have an ERP system, and you have some sort of MRP system and several helping hands in terms of systems nowadays, I think what is lacking in many companies is actually making sure that the pricing and demand forecasting also need support in terms of data support and also how you deal with your master data in that case. Because if you are selling, in early days, a physical product, you will have a much, much more complex master data to be tracking down all the transactions that are going to happen, not at one time. It's going to happen in five or six or seven years from now. Without a tool to use, I think you're going to lose a lot of money because you're not seeing the money that is lost because you give away services that you should be paid for.
Thanks, Glenn, for sharing today on this topic.
Thank you, Dustin. I hope you have a good day, and I'm looking forward to giving my point of views later on this spring, coming up. I wish you a good new year, the [inaudible 0:8:00]is just starting. Thank you.
About Glenn Rosenholmer
Senior Management Consultant