When analyzing critical situations, if we’ve got the access, the first meeting should be agreed with the CEO. CEOs use to express their worries directly and shortly in terms of external negative impact, so, in terms of competitive weaknesses. They say: “We are too expensive”, “We are too slow”, “We are too rigid” or “we never innovate”…
CEOs think in competition and market share, then in profitability. First, “Gain the space to fight”, so “improve your weapons”. That is like they use to focus.
That vision is essential because it will help us to keep in mind the customer as the target. All we do in the Organization, we do it to get and to retain him.
Somehow, Logistics processes cycle concerns all we would like to avoid but the truth is that it provides us a source of competitive advantages. CEO’s worries like being too rigid or too slow or even too expensive have their origin in how we perform along the logistics cycle.
In times of launching GSM tech. The CEO of a Telecommunications Multinational told me in a first meeting in Mexico: “I had never thought in logistics before, now I am getting crazy about it and we will fall down like Titanic if we do not find the solution at time”.
In fact, all he had been involved until that point like the New Marketing Campaign, was working perfectly, but when massive customers went to Phone Shops to sign the contract, they only found competitors’ handsets and sim cards. A new giant technological market had been open but they were getting the Arena too late, too weakly.
After 30 years of bright managerial career, he noticed the importance of running Logistics fast to achieve Sales Objectives.
These conclusions appear in mind when changes happen, and changes happen every day.