For centuries, the prevailing rule that dominated commerce has been Caveat Emptor – let the buyer beware. Implicit in this rule is that it is up to the purchasers of a good, be it retail or wholesale, to understand the quality and price of what they are buying and act accordingly. The advantage is almost […]
A demand chain can be created around or for an entire industry under the auspices of a customer-centric leader, typically self-appointed. Originating a mortgage loan involves over 1200 steps and up to fifteen intermediaries. On-line exchanges such as Lending Tree permit borrowers to attract and closely compare multiple lenders with a high degree of transparency. […]
The front-end customer experience is provided in a way that it is directly linked to a supply chain that has been designed and operated to be directly driven by customer demand. This often requires a massive investment to build a superior, agile supply chain. It also requires a superior customer experience. While this appears to […]
The legacy entity already has assets such as a customer base, systems, skills and a relatively massive investment in supply chain. The objective is to understand who the stakeholders are involved in the buying decision and to provide capabilities to those stakeholders that increases their preference for the host entities’ products or to identify new […]
New entrants who launch demand chains that target inefficient, slower moving sectors of the economy, seeking to upset the established order. The “Tech Bubble” of the late 90’s was fueled by the belief that web start-ups were about to dis-intermediate the Fortune 500. A current example is Airbnb, which substitutes unused space in urban neighborhood […]
Created by successful companies to protect and extend their share, legacy growth demand chains are new ways to reach customers. They may seek adjacent markets by leveraging their brand, buying power or distribution capabilities. They may also seek to refresh an image in the marketplace by repositioning strong but stale capabilities. As an example, Nordstrom’s […]
The legacy entity already has assets such as a customer base, systems, skills and a relatively massive investment in supply chain. The objective is to understand who the stakeholders are involved in the buying decision and to provide capabilities to those stakeholders that increases their preference for the host entities’ products or to identify new […]
New entrants who launch demand chains that target inefficient, slower moving sectors of the economy, seeking to upset the established order. The “Tech Bubble” of the late 90’s was fueled by the belief that web start-ups were about to dis-intermediate the Fortune 500. A current example is Airbnb, which substitutes unused space in urban neighborhood […]
The legacy entity already has assets such as a customer base, systems, skills and a relatively massive investment in supply chain. The objective is to understand who the stakeholders are involved in the buying decision and to provide capabilities to those stakeholders that increases their preference for the host entities’ products or to identify new […]
Created by successful companies to protect and extend their share, legacy growth demand chains are new ways to reach customers. They may seek adjacent markets by leveraging their brand, buying power or distribution capabilities. They may also seek to refresh an image in the marketplace by repositioning strong but stale capabilities. As an example, Nordstrom’s […]