A guest blog from Ruth Ann Church of GLTAAC
Insights & Perspectives
Great service providers differentiate themselves by doing more than what is expected of them. They ask the right questions, and they provide customers with solutions that are catered explicitly to their needs. But the best of the best do more than just add value in ways that others don’t. They add value in ways that others don’t—and they don’t charge for it. Every company says that it’s value-added, that it’s differentiated. But too many of these companies fail to realize that you don’t add value if you charge for what you do. You only add value when you actually add value—when you give customers more than what they paid for. If you charge for it, you’re not adding value. You’re just maintaining it.
I recently read this thought that resonated:
View this post on MadeInDaytonBlog.com
In a recent blog post, Eric Collet wrote about the challenges that come with growth and success as a business. Challenges from growth and success make operational excellence seem like a pipe-dream when you’re dealing with the complexities of a growing business, client’s demands, new products, etc. Most leaders connect with the Run-Improve-Grow vision of an autonomous front line focused on the daily RUN, middle management primarily focused on how to IMPROVE processes, and an executive team focused on how to GROW the business. But many leaders can also feel like they are stuck or stalled on that path to excellence and are even stumped about where to start and what to do in order to get on track. What is a Run-Improve-Grow Roadmap and how is it built?
The great recession of 2008-2010 changed everything for US manufacturers. At the risk of sounding like Mr. Obvious the rapid decline in manufacturing orders, followed by the slow and sputtering recovery in new factory orders starting in 2010, has completely changed the landscape for US manufacturers. The old rules just don't seem to apply anymore, and nowhere is that more prominently seen than in how companies manage their Sales, Inventory, and Operations Planning (SIOP) process.