The way customers define value added in the marketplace keeps shifting as they gain more knowledge and control of sourcing options. Distributors that want to serve the needs of these customers must evaluate two components of what it means to be a successful value-added supplier: 1) the capabilities to perform additional services beyond traditional distribution functions, and 2) the ability to demonstrate those value-added capabilities. This article provides a method to analyze a company's relative competitive position based on these value-added components.
Not long ago, a distributor described how it had wrestled with pricing an innovative product solution at what it considered a slight premium. The customer quickly and cheerfully accepted the distributor's ...
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The way customers define value added in the marketplace keeps shifting as they gain more knowledge and control of sourcing options. Distributors that want to serve the needs of these customers must evaluate two components of what it means to be a successful value-added supplier: 1) the capabilities to perform additional services beyond traditional distribution functions, and 2) the ability to demonstrate those value-added capabilities. This article provides a method to analyze a company's relative competitive position based on these value-added components.
Not long ago, a distributor described how it had wrestled with pricing an innovative product solution at what it considered a slight premium. The customer quickly and cheerfully accepted the distributor's ...
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