ORGANIZATIONAL IMPLICATIONS

FOR EXAMPLE
Core In marketing approach
Competence
The move from (OSOCC)
PROJECT OFFER supports
COMPANY POSITIONING
Customer
(OSC1/ OSC2)
to Employee skills

supports Customer’s required Suppliers involvement

AN OFFER Network
Responsibility towards
(OSN)
the client/
to leads competitive situation.

a real break
This has some CONSEQUENCES
for companies
ORGANIZATIONAL IMPLICATIONS

1. A Radical Change in Customer Approach

2. The Problem of Managing Technical and Human Resources
3. Concerning the Organization and How it Functions
4. The Customer’s Perception of Interdependence with a Supplier: Loss of Autonomy
or Access to More Skills?
A RADICAL CHANGE IN CUSTOMER
APPROACH
■ What is reflect to a radical change?
– The breaks between the 3 level of project offer (OSOCC/OSC/OSN)
– Supplier’s perception towards CUSTOMER
– Resulted to different approach to the CUSTOMER
– Resulted to major change to supplier’s offer & suitable organization (supplier adopt)
■ Condition of major change in offer?
– Move away from CUSTOMER’s needs to CUSTOMER’s strategic challenges in the project
– Using different architecture for project offer : focus more on CONSUMER activity than
supplier competencies
■ This changes represent?
– A major paradigmatic change in vision of how the CUSTOMER & the market operates.
A RADICAL CHANGE IN CUSTOMER
APPROACH

Adding more/ more services

COMPANY OFFER solution
Linked it with product
(Supplier)
Such approach integration
To implement
the product
relationship
for/ by
Long time
relationship TWO Actors • Partnership
together • Subsidiaries
• Affiliate
CUSTOMER
THE PROBLEM OF MANAGING
TECHNICAL AND HUMAN RESOURCES
■ Process of broadening offer (OCC/OSOCC/OSC/OSN)
– COMPANY move towards DEMATERIALIZATION of their offer

from Technological to One on Services/ Human

Focus Resources/ Resources Management
Competencies
In some Pure Services (Facility Management)
case

– Lead to cultural problems within a Company and making major changes in managerial practices
– Needs simultaneously manage/ coordinate
■ production technologies --> able to produce product on system with specific technical characteristics
■ Human resources  able to design/ create/ offer services
– Technologies/ human resources  able to create project offer
CONCERNING THE ORGANIZATION AND
HOW IT FUNCTIONS
■ When moving from CUSTOMER’s technical needs CUSTOMER’s Challenges
– Raises the question of How Organization function?
■ Who is responsible for Managing Key Account (KAM)?
■ Who is responsible to increase/ create max. customer value (other function/ part timer marketers)?
■ What is its relationship?
■ One organizational element  concern on PIC of OSOCC, OSC or OSN
– Case 1
■ Unit – a resource used to promote core competencies, mainly product
■ Service – to enhance product differentiation
– Case 2
■ Unit – a profit center
■ Service – involved OSC2/OSN
THE CUSTOMER’S PERCEPTION OF
INTERDEPENDENCE WITH A SUPPLIER: LOSS OF
AUTONOMY OR ACCESS TO MORE SKILLS?
Whenever
COMPANY CUSTOMER
• Create more value
• Broadening offer

1. Resulted to the greater interdependence between the two organization

2. CUSTOMER interpret such relationship as
a. Loss of autonomy
b. Leaving the supplier with the possibility of abusing his position
c. An insurance policy
d. Guaranteeing the supplier commitment
3. These are the limitation of such approach to industrial marketing offer
4. Customer’s acceptance of a certain level of interdependence
1. Must lead the supplier to adopt a careful strategy
1. To choose customer
2. To manage supplier-client relationship