http://www.businessrelationships.com/_What-is-your-communication-style/BLOG/2616049/113313.html  "In order to improve communications with others, a good first step is to understand your own communication style.  Ask yourself: What motivates me? What gets in the way of my communicating well? How do I like to receive information?"                                -Sherry Bluffington, Ph.D. This quote really has me thinking about how important it is to put yourself in someone else's shoes, especially when it comes to communication.  It also has me thinking about how important it is to know yourself, and to understand the way you share information and communicate with others. Do you know what your preferred method of receiving information is?  Let's say you call someone and they are away from their desk.  You know they respond quickly to email, but take longer to respond to voice messages.  You have a choice, at that point, of leaving a voicemail or shoot them a quick email asking them to return your call.  Let's assume that you are in somewhat of a time crunch and need to an answer relatively soon, and that the response should be fairly brief.  Which do you choose? If you know they are likely to check their email before voicemail (or if that Blackberry is attached to their hand), you can write a quick email asking them to call back when they are free.  Or, you could leave a voice message, knowing they might not get around to checking it for a few hours.  I suppose much of this also depends on the depth and degree of the information you are in need of, but if it's a high level request and you can put yourself in the other person's shoes, you might get a faster response if you think strategically. Do you know what your communication preference is?  What is it?  Leave a comment & let me know!  "In order to improve communications with others, a good first step is to understand your own communication style.  Ask yourself: What motivates me? What gets in the way of my communicating well? How do I like to receive information?"                                -Sherry Bluffington, Ph.D. This quote really has me thinking about how important it is to put yourself in someone else's shoes, especially when it comes to communication.  It also has me thinking about how important it is to know yourself, and to understand the way you share information and communicate with others. Do you know what your preferred method of receiving information is?  Let's say you call someone and they are away from their desk.  You know they respond quickly to email, but take longer to respond to voice messages.  You have a choice, at that point, of leaving a voicemail or shoot them a quick email asking them to return your call.  Let's assume that you are in somewhat of a time crunch and need to an answer relatively soon, and that the response should be fairly brief.  Which do you choose? If you know they are likely to check their email before voicemail (or if that Blackberry is attached to their hand), you can write a quick email asking them to call back when they are free.  Or, you could leave a voice message, knowing they might not get around to checking it for a few hours.  I suppose much of this also depends on the depth and degree of the information you are in need of, but if it's a high level request and you can put yourself in the other person's shoes, you might get a faster response if you think strategically. Do you know what your communication preference is?  What is it?  Leave a comment & let me know! Thu, 02 Sep 2010 20:02:42 GMT http://www.businessrelationships.com/_What-is-your-communication-style/BLOG/2616049/113313.html MKuehn 2010-09-02T20:02:42Z Business Relationships  "In order to improve communications with others, a good first step is to understand your own communication style.  Ask yourself: What motivates me? What gets in the way of my communicating well? How do I like to receive information?"                                -Sherry Bluffington, Ph.D. This quote really has me thinking about how important it is to put yourself in someone else's shoes, especially when it comes to communication.  It also has me thinking about how important it is to know yourself, and to understand the way you share information and communicate with others. Do you know what your preferred method of receiving information is?  Let's say you call someone and they are away from their desk.  You know they respond quickly to email, but take longer to respond to voice messages.  You have a choice, at that point, of leaving a voicemail or shoot them a quick email asking them to return your call.  Let's assume that you are in somewhat of a time crunch and need to an answer relatively soon, and that the response should be fairly brief.  Which do you choose? If you know they are likely to check their email before voicemail (or if that Blackberry is attached to their hand), you can write a quick email asking them to call back when they are free.  Or, you could leave a voice message, knowing they might not get around to checking it for a few hours.  I suppose much of this also depends on the depth and degree of the information you are in need of, but if it's a high level request and you can put yourself in the other person's shoes, you might get a faster response if you think strategically. Do you know what your communication preference is?  What is it?  Leave a comment & let me know! communication nonadult false What is your communication style? text blog communication 19 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 0 0 2616049 8114100 Gold 3974 http://www.businessrelationships.com/_When-You-Need-Special-Protection/BLOG/2608850/113313.html The five-year-old is now six, and getting sophisticated.  The other night at dinner, a pan-Asian cuisine spectacular, he confidently announced, "You know, you have to use chapsticks to eat this kind of food."  Taken aback, I dropped my chapsticks on the floor, occasioning grumbling from his grandmother  and shrieks of laughter from the munchkins assembled, who thought it was all part of the act.  Reflecting on the incident later, I contemplated the dangers involved in applying close, but not quite right, tools to supply chain planning and operations.  They often sound like the right thing to do, the right way to go.  But, without closer examination, they could prove to be not as useful as hoped, or worse, downright harmful.  The difference between chapsticks and chopsticks is minimal in print, noticeable upon inspection, and catastrophic in mis-application. Whomever is selling either solution, is usually confident, and persuasive, though.  It's up to you to discover when you need - and can benefit from - trying to use one or the other. Note: ChapStick is a registered trademark of Wyeth Consumer Healthcare, which is being acquired by Pfizer Inc. The five-year-old is now six, and getting sophisticated.  The other night at dinner, a pan-Asian cuisine spectacular, he confidently announced, "You know, you have to use chapsticks to eat this kind of food."  Taken aback, I dropped my chapsticks on the floor, occasioning grumbling from his grandmother  and shrieks of laughter from the munchkins assembled, who thought it was all part of the act.  Reflecting on the incident later, I contemplated the dangers involved in applying close, but not quite right, tools to supply chain planning and operations.  They often sound like the right thing to do, the right way to go.  But, without closer examination, they could prove to be not as useful as hoped, or worse, downright harmful.  The difference between chapsticks and chopsticks is minimal in print, noticeable upon inspection, and catastrophic in mis-application. Whomever is selling either solution, is usually confident, and persuasive, though.  It's up to you to discover when you need - and can benefit from - trying to use one or the other. Note: ChapStick is a registered trademark of Wyeth Consumer Healthcare, which is being acquired by Pfizer Inc. Wed, 01 Sep 2010 13:54:14 GMT http://www.businessrelationships.com/_When-You-Need-Special-Protection/BLOG/2608850/113313.html artvanbodegraven 2010-09-01T13:54:14Z Business Relationships The five-year-old is now six, and getting sophisticated.  The other night at dinner, a pan-Asian cuisine spectacular, he confidently announced, "You know, you have to use chapsticks to eat this kind of food."  Taken aback, I dropped my chapsticks on the floor, occasioning grumbling from his grandmother  and shrieks of laughter from the munchkins assembled, who thought it was all part of the act.  Reflecting on the incident later, I contemplated the dangers involved in applying close, but not quite right, tools to supply chain planning and operations.  They often sound like the right thing to do, the right way to go.  But, without closer examination, they could prove to be not as useful as hoped, or worse, downright harmful.  The difference between chapsticks and chopsticks is minimal in print, noticeable upon inspection, and catastrophic in mis-application. Whomever is selling either solution, is usually confident, and persuasive, though.  It's up to you to discover when you need - and can benefit from - trying to use one or the other. Note: ChapStick is a registered trademark of Wyeth Consumer Healthcare, which is being acquired by Pfizer Inc. chapstick, chopsticks, pan-asian cuisine nonadult false When You Need Special Protection text blog chapstick,chopsticks,pan-asian cuisine 7 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2608850 9239684 Gold 6302 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=25413864&as=113313 Tue, 31 Aug 2010 06:59:43 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=25413864&as=113313 normanmarshall72 2010-08-31T06:59:43Z Business Relationships nonadult false normanmarshall72 user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=25413864&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_10477010_113313_25413864_ap_160X120.jpg false 0 25413864 25413864 Member 250 http://www.businessrelationships.com/_Way-To-Go-Hugo/BLOG/2585922/113313.html Softair Ag's CEO, Gabriel Weisskopf has hit another one out of the park.  In a recent parable from his Opinion column in Air Cargo World, he recounted the tale of an uncommon service provider, led by its CEO, Hugo First. In contrast with the parade of usual suspects who took PowerPoint and bombast to new lows, glazing the eyes and numbing the senses of the selection committee, Hugo brought only a flip chart and a bizarre attitude.  After writing, "I am not here today to sell you anything," Mr. First admitted that he had really come "to find out what kind of buyer" he was dealing with. Horror ensued.  No brochures, no testimonials, no incomprehensible "value propositions."  What was going on? Actually, the approach is one that might signal bright prospects in a budding business relationship.  After all, what kind of business partner is interested only in: 1) itself, and 2) how to get you to buy something, and soon?  Maybe the the right kind of service provider is one who's interested in the longer term, and how good the fit is between it and you.  Or art least, wants to take the time tom understand you and your people before crafting approaches and solutions designed to actually solve real business problems in the supply chain. Is this tactic sheer insolence on the part of a service provider, or an intelligent means of beginning to build the foundation of something sustainable - and valuable? Softair Ag's CEO, Gabriel Weisskopf has hit another one out of the park.  In a recent parable from his Opinion column in Air Cargo World, he recounted the tale of an uncommon service provider, led by its CEO, Hugo First. In contrast with the parade of usual suspects who took PowerPoint and bombast to new lows, glazing the eyes and numbing the senses of the selection committee, Hugo brought only a flip chart and a bizarre attitude.  After writing, "I am not here today to sell you anything," Mr. First admitted that he had really come "to find out what kind of buyer" he was dealing with. Horror ensued.  No brochures, no testimonials, no incomprehensible "value propositions."  What was going on? Actually, the approach is one that might signal bright prospects in a budding business relationship.  After all, what kind of business partner is interested only in: 1) itself, and 2) how to get you to buy something, and soon?  Maybe the the right kind of service provider is one who's interested in the longer term, and how good the fit is between it and you.  Or art least, wants to take the time tom understand you and your people before crafting approaches and solutions designed to actually solve real business problems in the supply chain. Is this tactic sheer insolence on the part of a service provider, or an intelligent means of beginning to build the foundation of something sustainable - and valuable? Fri, 27 Aug 2010 16:10:09 GMT http://www.businessrelationships.com/_Way-To-Go-Hugo/BLOG/2585922/113313.html artvanbodegraven 2010-08-27T16:10:09Z Business Relationships Softair Ag's CEO, Gabriel Weisskopf has hit another one out of the park.  In a recent parable from his Opinion column in Air Cargo World, he recounted the tale of an uncommon service provider, led by its CEO, Hugo First. In contrast with the parade of usual suspects who took PowerPoint and bombast to new lows, glazing the eyes and numbing the senses of the selection committee, Hugo brought only a flip chart and a bizarre attitude.  After writing, "I am not here today to sell you anything," Mr. First admitted that he had really come "to find out what kind of buyer" he was dealing with. Horror ensued.  No brochures, no testimonials, no incomprehensible "value propositions."  What was going on? Actually, the approach is one that might signal bright prospects in a budding business relationship.  After all, what kind of business partner is interested only in: 1) itself, and 2) how to get you to buy something, and soon?  Maybe the the right kind of service provider is one who's interested in the longer term, and how good the fit is between it and you.  Or art least, wants to take the time tom understand you and your people before crafting approaches and solutions designed to actually solve real business problems in the supply chain. Is this tactic sheer insolence on the part of a service provider, or an intelligent means of beginning to build the foundation of something sustainable - and valuable? fit, insolence, service providers nonadult false Way To Go, Hugo text blog fit,insolence,service providers 7 1 5.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 1 0 2585922 9239684 Gold 6302 http://www.businessrelationships.com/_Brother-Can-You-Spare-A-Dime/BLOG/2565723/113313.html About a month ago, John Trentacosta wrote about a subject that no one wants to talk about (mhmonline.com).  Fact is, an otherwise phenomenal supply chain can be brought to its knees when one partner in the chain runs into financial trouble.  A business relationship with a pauper is not sustainable. Some early warning signals - the canaries in the coal mine - include: requests for price increases, early payments, accelerated terms, or even financing support; late deliveries or quality degradation; failures to appropriately invest in IT and/or other assets; maintaining spend during downturns; delinquent taxes, deteriorating receivables, and extended payables; and bad press, among others. Due duiligence on the front end can help prevent problems on the back end, but sometimes bad things happen to good people.  That's when an early response team reaction to early warnings can pay off.  Sometimes, you've got to pull the plug.  But, often you can mutually develop work-out plans to let the troubled partner survive long enough to prosper  -and to keep your supply chain humming in an unrelentingly competitive marketplace.   About a month ago, John Trentacosta wrote about a subject that no one wants to talk about (mhmonline.com).  Fact is, an otherwise phenomenal supply chain can be brought to its knees when one partner in the chain runs into financial trouble.  A business relationship with a pauper is not sustainable. Some early warning signals - the canaries in the coal mine - include: requests for price increases, early payments, accelerated terms, or even financing support; late deliveries or quality degradation; failures to appropriately invest in IT and/or other assets; maintaining spend during downturns; delinquent taxes, deteriorating receivables, and extended payables; and bad press, among others. Due duiligence on the front end can help prevent problems on the back end, but sometimes bad things happen to good people.  That's when an early response team reaction to early warnings can pay off.  Sometimes, you've got to pull the plug.  But, often you can mutually develop work-out plans to let the troubled partner survive long enough to prosper  -and to keep your supply chain humming in an unrelentingly competitive marketplace.   Thu, 19 Aug 2010 18:01:14 GMT http://www.businessrelationships.com/_Brother-Can-You-Spare-A-Dime/BLOG/2565723/113313.html artvanbodegraven 2010-08-19T18:01:14Z Business Relationships About a month ago, John Trentacosta wrote about a subject that no one wants to talk about (mhmonline.com).  Fact is, an otherwise phenomenal supply chain can be brought to its knees when one partner in the chain runs into financial trouble.  A business relationship with a pauper is not sustainable. Some early warning signals - the canaries in the coal mine - include: requests for price increases, early payments, accelerated terms, or even financing support; late deliveries or quality degradation; failures to appropriately invest in IT and/or other assets; maintaining spend during downturns; delinquent taxes, deteriorating receivables, and extended payables; and bad press, among others. Due duiligence on the front end can help prevent problems on the back end, but sometimes bad things happen to good people.  That's when an early response team reaction to early warnings can pay off.  Sometimes, you've got to pull the plug.  But, often you can mutually develop work-out plans to let the troubled partner survive long enough to prosper  -and to keep your supply chain humming in an unrelentingly competitive marketplace.   canaries, pauper, troubed suppliers, work-out nonadult false Brother, Can You Spare A Dime? text blog canaries,pauper,troubed suppliers,work-out 9 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2565723 9239684 Gold 6302 http://www.businessrelationships.com/_E-Commerce-Customer-Service/BLOG/2562367/113313.html One of my favorite parts about Columbus, Ohio is the Short North. I enjoy all the independent restaurants and shops.  I just read an interview with a local business owner, Ryan Vesler, owner of the popular t-shirt company Homage.  He is opening a shop in the Short North soon, and has a great interview in the Metropreneur. Before starting Homage, Ryan said he was selling vintage clothes on eBay-- he says it was that experience that gave the biggest insight into the importance of customer service and his relationships with customers. This is such an interesting insight, particularly because the natural assumption is that e-commerce eliminates customer service.  What do you all think?  Do you have any experiences with e-commerce and outstanding customer service, or a bad experience from a lack of e-commerce customer service?   One of my favorite parts about Columbus, Ohio is the Short North. I enjoy all the independent restaurants and shops.  I just read an interview with a local business owner, Ryan Vesler, owner of the popular t-shirt company Homage.  He is opening a shop in the Short North soon, and has a great interview in the Metropreneur. Before starting Homage, Ryan said he was selling vintage clothes on eBay-- he says it was that experience that gave the biggest insight into the importance of customer service and his relationships with customers. This is such an interesting insight, particularly because the natural assumption is that e-commerce eliminates customer service.  What do you all think?  Do you have any experiences with e-commerce and outstanding customer service, or a bad experience from a lack of e-commerce customer service?   Wed, 18 Aug 2010 18:14:10 GMT http://www.businessrelationships.com/_E-Commerce-Customer-Service/BLOG/2562367/113313.html MKuehn 2010-08-18T18:14:10Z Business Relationships One of my favorite parts about Columbus, Ohio is the Short North. I enjoy all the independent restaurants and shops.  I just read an interview with a local business owner, Ryan Vesler, owner of the popular t-shirt company Homage.  He is opening a shop in the Short North soon, and has a great interview in the Metropreneur. Before starting Homage, Ryan said he was selling vintage clothes on eBay-- he says it was that experience that gave the biggest insight into the importance of customer service and his relationships with customers. This is such an interesting insight, particularly because the natural assumption is that e-commerce eliminates customer service.  What do you all think?  Do you have any experiences with e-commerce and outstanding customer service, or a bad experience from a lack of e-commerce customer service?   customer, e-commerce, service nonadult false E-Commerce & Customer Service text blog customer,e-commerce,service 46 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 2 0 2562367 8114100 Gold 3974 http://www.businessrelationships.com/_Unlimited-Vacation-Time-Requires-Trust-Judgment/BLOG/2552971/113313.html Yesterday morning I caught the tail end of a story on NPR about a small social media company in Seattle, Social Strata, that offers unlimited time off for their employees.  It began with one dedicated employee caring for her husband after an accident, and was ultimately extended to all ten employees in the company. There are so many interesting business topics at play in this story.  The two I am going to explore are trust and judgment.   In order for unlimited time off to be successful, employers must trust that employees are using the time off productively and appropriately.  If you trust that those you've hired to help grow your business, then you should trust that your employees are using the unlimited vacation time to actually take a vacation because they want to travel somewhere new, to take a long weekend to visit family far away, or use extended time off to care for a spouse or sick child.  You should also trust that they will return to work with renewed focus and gratitude for the opportunity to spend time away without consequences at work. Next is judgment.  Do your employees have good judgment?  If they do, they are probably using their time away from the office because they would have a hard time focusing and being productive at work in the first place! If employees use good judgment in work related tasks, their good judgment probably extends to other areas in their lives.  Making it easier for employees to practice good judgment makes for more satisfied employees.  For those who take pride in their individual and team success at work, this means employees will find a way to take their sick child to the doctor and also finish their deliverable, as promised, on time. Social Strata and Netflix, two companies with unlimited time off, made sure to note that employees must finish projects and duties on time.  This is an expectation employees must manage responsibly. NPR reports that companies with unlimited vacation time are more productive and more engaged with unlimited time off.  One piece I found to be interesting is that employees began taking actual sick days off instead of coming in to work to spread their germs to co-workers!  Imagine that! For those of you with decision-making power, would you let your company go to an unlimited vacation policy?  For those of you without decision-making power, how do the constraints of limited time off affect your use of vacation days?   Source: NPR.org, August 12, 2010 Yesterday morning I caught the tail end of a story on NPR about a small social media company in Seattle, Social Strata, that offers unlimited time off for their employees.  It began with one dedicated employee caring for her husband after an accident, and was ultimately extended to all ten employees in the company. There are so many interesting business topics at play in this story.  The two I am going to explore are trust and judgment.   In order for unlimited time off to be successful, employers must trust that employees are using the time off productively and appropriately.  If you trust that those you've hired to help grow your business, then you should trust that your employees are using the unlimited vacation time to actually take a vacation because they want to travel somewhere new, to take a long weekend to visit family far away, or use extended time off to care for a spouse or sick child.  You should also trust that they will return to work with renewed focus and gratitude for the opportunity to spend time away without consequences at work. Next is judgment.  Do your employees have good judgment?  If they do, they are probably using their time away from the office because they would have a hard time focusing and being productive at work in the first place! If employees use good judgment in work related tasks, their good judgment probably extends to other areas in their lives.  Making it easier for employees to practice good judgment makes for more satisfied employees.  For those who take pride in their individual and team success at work, this means employees will find a way to take their sick child to the doctor and also finish their deliverable, as promised, on time. Social Strata and Netflix, two companies with unlimited time off, made sure to note that employees must finish projects and duties on time.  This is an expectation employees must manage responsibly. NPR reports that companies with unlimited vacation time are more productive and more engaged with unlimited time off.  One piece I found to be interesting is that employees began taking actual sick days off instead of coming in to work to spread their germs to co-workers!  Imagine that! For those of you with decision-making power, would you let your company go to an unlimited vacation policy?  For those of you without decision-making power, how do the constraints of limited time off affect your use of vacation days?   Source: NPR.org, August 12, 2010 Fri, 13 Aug 2010 14:57:15 GMT http://www.businessrelationships.com/_Unlimited-Vacation-Time-Requires-Trust-Judgment/BLOG/2552971/113313.html MKuehn 2010-08-13T14:57:15Z Business Relationships Yesterday morning I caught the tail end of a story on NPR about a small social media company in Seattle, Social Strata, that offers unlimited time off for their employees.  It began with one dedicated employee caring for her husband after an accident, and was ultimately extended to all ten employees in the company. There are so many interesting business topics at play in this story.  The two I am going to explore are trust and judgment.   In order for unlimited time off to be successful, employers must trust that employees are using the time off productively and appropriately.  If you trust that those you've hired to help grow your business, then you should trust that your employees are using the unlimited vacation time to actually take a vacation because they want to travel somewhere new, to take a long weekend to visit family far away, or use extended time off to care for a spouse or sick child.  You should also trust that they will return to work with renewed focus and gratitude for the opportunity to spend time away without consequences at work. Next is judgment.  Do your employees have good judgment?  If they do, they are probably using their time away from the office because they would have a hard time focusing and being productive at work in the first place! If employees use good judgment in work related tasks, their good judgment probably extends to other areas in their lives.  Making it easier for employees to practice good judgment makes for more satisfied employees.  For those who take pride in their individual and team success at work, this means employees will find a way to take their sick child to the doctor and also finish their deliverable, as promised, on time. Social Strata and Netflix, two companies with unlimited time off, made sure to note that employees must finish projects and duties on time.  This is an expectation employees must manage responsibly. NPR reports that companies with unlimited vacation time are more productive and more engaged with unlimited time off.  One piece I found to be interesting is that employees began taking actual sick days off instead of coming in to work to spread their germs to co-workers!  Imagine that! For those of you with decision-making power, would you let your company go to an unlimited vacation policy?  For those of you without decision-making power, how do the constraints of limited time off affect your use of vacation days?   Source: NPR.org, August 12, 2010 nonadult false Unlimited Vacation Time Requires Trust & Judgment text blog 29 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 1 0 2552971 8114100 Gold 3974 http://www.businessrelationships.com/_Self-Inflicted-Fatal-Wounds/BLOG/2539773/113313.html So, now I read that many carriers and service providers are struggling with capacity issues.  They cut back, mothballed, whatever, when the economy turned down. But, we've been preaching the need to get ready for recovery for the better part of two years.  Those who didn't listen are now paying a price.  Those who did are clearly going to wind up ahead of those who chose not to develop rapid response capacity alternatives. It's difficult to work up much sympathy for either extreme: those who spent like inebriated seamen in the teeth of recession, or those who refused to believe that down cycles are always followed by up cycles.  Either approach risks the success of the supply chains involved, and jeopardizes the market position of innocent partners in the end-to-end chain. I should come as no great shock that the companies caught up in the failure to marshall capacity additions as volume picked up are likely not to be invited to next year's prom - plunging them back into the abyss of the depth of recession while the economy around them recovers. So, now I read that many carriers and service providers are struggling with capacity issues.  They cut back, mothballed, whatever, when the economy turned down. But, we've been preaching the need to get ready for recovery for the better part of two years.  Those who didn't listen are now paying a price.  Those who did are clearly going to wind up ahead of those who chose not to develop rapid response capacity alternatives. It's difficult to work up much sympathy for either extreme: those who spent like inebriated seamen in the teeth of recession, or those who refused to believe that down cycles are always followed by up cycles.  Either approach risks the success of the supply chains involved, and jeopardizes the market position of innocent partners in the end-to-end chain. I should come as no great shock that the companies caught up in the failure to marshall capacity additions as volume picked up are likely not to be invited to next year's prom - plunging them back into the abyss of the depth of recession while the economy around them recovers. Mon, 09 Aug 2010 15:16:11 GMT http://www.businessrelationships.com/_Self-Inflicted-Fatal-Wounds/BLOG/2539773/113313.html artvanbodegraven 2010-08-09T15:16:11Z Business Relationships So, now I read that many carriers and service providers are struggling with capacity issues.  They cut back, mothballed, whatever, when the economy turned down. But, we've been preaching the need to get ready for recovery for the better part of two years.  Those who didn't listen are now paying a price.  Those who did are clearly going to wind up ahead of those who chose not to develop rapid response capacity alternatives. It's difficult to work up much sympathy for either extreme: those who spent like inebriated seamen in the teeth of recession, or those who refused to believe that down cycles are always followed by up cycles.  Either approach risks the success of the supply chains involved, and jeopardizes the market position of innocent partners in the end-to-end chain. I should come as no great shock that the companies caught up in the failure to marshall capacity additions as volume picked up are likely not to be invited to next year's prom - plunging them back into the abyss of the depth of recession while the economy around them recovers. capacity, recession nonadult false Self-Inflicted Fatal Wounds text blog capacity,recession 14 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2539773 9239684 Gold 6302 http://www.businessrelationships.com/_Slide-Freefall-Collaps-Or-None-Of-The-Above/BLOG/2515886/113313.html A good friend of many years was recently bemoaning what he sees as the continuing decline of manufacturing in the US.  His biggest complaint was that, every time a plant closes, its engineers hit the streets newly badged as "lean" consultants. "Lean" indeed - a larger population trying to capture bigger pieces of a shrinking pie. I don't have the data to challenge his contentions.  Clearly, a lot of manufacturiung has left our shores over the past couple of decades.  But, we still manufacture many things, although perhaps not on the scale of what General Motors plants used to look like.  Certainly not at the employment and production levels of twenty years ago.  That said, we're still in the early stages of in-shoring and right-shoring movements, and productivity - if not production - continues to climb throughout the sector. It's possible that my morose amigo has seen his consulting and training business shrink because, at least in part, of other factors.  More and better-educated and better-trained engineers and operators.  Radical shifts in learning and knowledge transfer paradigms.  Tired branding and terminology. And maybe - just maybe - more companies are learning from one another in close relationships, and have focused, targeted, and empathetic partners to help them improve performance.  Or perhaps they are getting help from subject matter experts with different styles, with different kinds of client relationships, and with different approaches to salvation that go beyond traditional projects and programs. Seems to me that part of staying in the game - and ahead of the pack - in the 21st century is continual reinvention . . . within a supply chain, within a company, within a product, and within oneself.  I'm just sayin' . . . A good friend of many years was recently bemoaning what he sees as the continuing decline of manufacturing in the US.  His biggest complaint was that, every time a plant closes, its engineers hit the streets newly badged as "lean" consultants. "Lean" indeed - a larger population trying to capture bigger pieces of a shrinking pie. I don't have the data to challenge his contentions.  Clearly, a lot of manufacturiung has left our shores over the past couple of decades.  But, we still manufacture many things, although perhaps not on the scale of what General Motors plants used to look like.  Certainly not at the employment and production levels of twenty years ago.  That said, we're still in the early stages of in-shoring and right-shoring movements, and productivity - if not production - continues to climb throughout the sector. It's possible that my morose amigo has seen his consulting and training business shrink because, at least in part, of other factors.  More and better-educated and better-trained engineers and operators.  Radical shifts in learning and knowledge transfer paradigms.  Tired branding and terminology. And maybe - just maybe - more companies are learning from one another in close relationships, and have focused, targeted, and empathetic partners to help them improve performance.  Or perhaps they are getting help from subject matter experts with different styles, with different kinds of client relationships, and with different approaches to salvation that go beyond traditional projects and programs. Seems to me that part of staying in the game - and ahead of the pack - in the 21st century is continual reinvention . . . within a supply chain, within a company, within a product, and within oneself.  I'm just sayin' . . . Sun, 01 Aug 2010 15:49:57 GMT http://www.businessrelationships.com/_Slide-Freefall-Collaps-Or-None-Of-The-Above/BLOG/2515886/113313.html artvanbodegraven 2010-08-01T15:49:57Z Business Relationships A good friend of many years was recently bemoaning what he sees as the continuing decline of manufacturing in the US.  His biggest complaint was that, every time a plant closes, its engineers hit the streets newly badged as "lean" consultants. "Lean" indeed - a larger population trying to capture bigger pieces of a shrinking pie. I don't have the data to challenge his contentions.  Clearly, a lot of manufacturiung has left our shores over the past couple of decades.  But, we still manufacture many things, although perhaps not on the scale of what General Motors plants used to look like.  Certainly not at the employment and production levels of twenty years ago.  That said, we're still in the early stages of in-shoring and right-shoring movements, and productivity - if not production - continues to climb throughout the sector. It's possible that my morose amigo has seen his consulting and training business shrink because, at least in part, of other factors.  More and better-educated and better-trained engineers and operators.  Radical shifts in learning and knowledge transfer paradigms.  Tired branding and terminology. And maybe - just maybe - more companies are learning from one another in close relationships, and have focused, targeted, and empathetic partners to help them improve performance.  Or perhaps they are getting help from subject matter experts with different styles, with different kinds of client relationships, and with different approaches to salvation that go beyond traditional projects and programs. Seems to me that part of staying in the game - and ahead of the pack - in the 21st century is continual reinvention . . . within a supply chain, within a company, within a product, and within oneself.  I'm just sayin' . . . 21st century, manufacturing, paradigms, styles, subject matter experts nonadult false Slide, Freefall, Collaps . . . Or, None Of The Above text blog 21st century,manufacturing,paradigms,styles,subject matter experts 25 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2515886 9239684 Gold 6302 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24751839&as=113313 Sat, 31 Jul 2010 16:28:24 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24751839&as=113313 robertmackey 2010-07-31T16:28:24Z Business Relationships nonadult false robertmackey user 18 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24751839&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1280593704600 false 0 24751839 24751839 Member 275 http://www.businessrelationships.com/_Turn-Right-At-The-Produce-Aisle/BLOG/2496209/113313.html Costco continues to amuse and amaze by offering more than the usual products to pile in the cart.  The Costco Connection magazine for June (www.costco.com, "connection") has a page devoted to "Fresh Views," with mini-features on: Wally "Famous" Amos (who has moved on to found Wally's Muffin Company),brainstorming techniques, and a quick summary of a 2009 book, Extraordinary Groups: How Ordinary Teams Achieve Amazing Results. My big takeaways this month, aside from a hankering for a muffin or a chocolate chip cookie, were from Extraordinary Groups.  One - not quite an aha! moment - was that a group dynamic can hinder, rather than stimulate, group productivity.  The other was that "exceptional experiences can be thoughtfully nurtured and intentionally encouraged." Good stuff, but the authors may have missed the larger point, which is that transporting tools and techniques for elevating group performance, to the operation of business relationships involving entire companies, can magnify and multiply the consequences of what might be accomplished. Maybe an even greater message, though, lies in how Costco works at a fuller customer relationship by providing unexpected value, beyond the nuts and bolts of selling them tires and tube steaks. Costco continues to amuse and amaze by offering more than the usual products to pile in the cart.  The Costco Connection magazine for June (www.costco.com, "connection") has a page devoted to "Fresh Views," with mini-features on: Wally "Famous" Amos (who has moved on to found Wally's Muffin Company),brainstorming techniques, and a quick summary of a 2009 book, Extraordinary Groups: How Ordinary Teams Achieve Amazing Results. My big takeaways this month, aside from a hankering for a muffin or a chocolate chip cookie, were from Extraordinary Groups.  One - not quite an aha! moment - was that a group dynamic can hinder, rather than stimulate, group productivity.  The other was that "exceptional experiences can be thoughtfully nurtured and intentionally encouraged." Good stuff, but the authors may have missed the larger point, which is that transporting tools and techniques for elevating group performance, to the operation of business relationships involving entire companies, can magnify and multiply the consequences of what might be accomplished. Maybe an even greater message, though, lies in how Costco works at a fuller customer relationship by providing unexpected value, beyond the nuts and bolts of selling them tires and tube steaks. Mon, 26 Jul 2010 17:33:07 GMT http://www.businessrelationships.com/_Turn-Right-At-The-Produce-Aisle/BLOG/2496209/113313.html artvanbodegraven 2010-07-26T17:33:07Z Business Relationships Costco continues to amuse and amaze by offering more than the usual products to pile in the cart.  The Costco Connection magazine for June (www.costco.com, "connection") has a page devoted to "Fresh Views," with mini-features on: Wally "Famous" Amos (who has moved on to found Wally's Muffin Company),brainstorming techniques, and a quick summary of a 2009 book, Extraordinary Groups: How Ordinary Teams Achieve Amazing Results. My big takeaways this month, aside from a hankering for a muffin or a chocolate chip cookie, were from Extraordinary Groups.  One - not quite an aha! moment - was that a group dynamic can hinder, rather than stimulate, group productivity.  The other was that "exceptional experiences can be thoughtfully nurtured and intentionally encouraged." Good stuff, but the authors may have missed the larger point, which is that transporting tools and techniques for elevating group performance, to the operation of business relationships involving entire companies, can magnify and multiply the consequences of what might be accomplished. Maybe an even greater message, though, lies in how Costco works at a fuller customer relationship by providing unexpected value, beyond the nuts and bolts of selling them tires and tube steaks. famous amos, muffins, tube steaks nonadult false Turn Right At The Produce Aisle text blog famous amos,muffins,tube steaks 20 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2496209 9239684 Gold 6302 http://www.businessrelationships.com/_Dream-Team/BLOG/2488136/113313.html I read an interview with the former editor-in-chief of a successful magazine in which she says that one of her proudest career achievements was creating the team she worked with.  She assembled a team she calls, 'a collection of the most talented, wonderful, kind and hilarious people ever,' and she is proud she 'never made room for someone who might have been gifted but was tricky or difficult.'  Bear in mind that this is a woman honored by Advertising Age as an A-List Top 10 under 50 person-to-watch. This reminds me of KWilson's blog post on teams. It is another example of how a team that is a dream to work with has the potential to out-perform a team with an all-star lineup.   I read an interview with the former editor-in-chief of a successful magazine in which she says that one of her proudest career achievements was creating the team she worked with.  She assembled a team she calls, 'a collection of the most talented, wonderful, kind and hilarious people ever,' and she is proud she 'never made room for someone who might have been gifted but was tricky or difficult.'  Bear in mind that this is a woman honored by Advertising Age as an A-List Top 10 under 50 person-to-watch. This reminds me of KWilson's blog post on teams. It is another example of how a team that is a dream to work with has the potential to out-perform a team with an all-star lineup.   Fri, 23 Jul 2010 16:15:11 GMT http://www.businessrelationships.com/_Dream-Team/BLOG/2488136/113313.html MKuehn 2010-07-23T16:15:11Z Business Relationships I read an interview with the former editor-in-chief of a successful magazine in which she says that one of her proudest career achievements was creating the team she worked with.  She assembled a team she calls, 'a collection of the most talented, wonderful, kind and hilarious people ever,' and she is proud she 'never made room for someone who might have been gifted but was tricky or difficult.'  Bear in mind that this is a woman honored by Advertising Age as an A-List Top 10 under 50 person-to-watch. This reminds me of KWilson's blog post on teams. It is another example of how a team that is a dream to work with has the potential to out-perform a team with an all-star lineup.   teams nonadult false Dream Team text blog teams 24 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 1 0 2488136 8114100 Gold 3974 http://www.businessrelationships.com/_Face-To-Face-vs-Send-To-Send/BLOG/2466595/113313.html CSCMP's game-changing CEO Rick Blasgen really nailed it in his latest Direct Connection segment in the Q2 issue of Supply Chain Quarterly (www.supplychainquarterly.com).  The general point emphasized the value of face-to-face human-level communications in an age of instantaneous electronic communication via numerous media. Even the Millennial Generation, btw, recognizes this value, despite its fondness for electronic access to all manner of information (and entertainment).  My deep suspicion is that way too many people of all ages like to hide behind the impersonal facade of email, texting, tweeting, twittering, flittering  - anything that buffers them from interactive personal contact.  But, that reflects a personality disorder rather than a generational "preference." Rick went on to promote the idea that communications leads to collaboration, which can be transported from individual application to organizational relationships.  I take heart - when our profession's leaders get the picture this clearly, there's hope that the profession itself will follow. Things get tricky at this point.  Organizational collaboration can't really be - as in the George Gershwin song from Porgy and Bess - "a sometime thing," done when it's convenient for one supply chain partner or another.  It needs to be part of day-to-day, and everyday, transaction execution within business relationships. Now, the hard part.  Collaboration doesn't just happen; relationships don't blossom just because they're planted and watered occasionally.  All this is part of conscious investment of time and resources in  creating the right kind of relationships with the right kind of partners, and all with a business purpose. The investment, consuming as it may be, is where the big payoff in supply chain management is, though.  It transcends momentary gains and losses when designed to deliver sustainable end-to-end marketplace advantage.  And, the wunderkind at the end of the table who's texting while you're talking is part of that set of organized relationships. CSCMP's game-changing CEO Rick Blasgen really nailed it in his latest Direct Connection segment in the Q2 issue of Supply Chain Quarterly (www.supplychainquarterly.com).  The general point emphasized the value of face-to-face human-level communications in an age of instantaneous electronic communication via numerous media. Even the Millennial Generation, btw, recognizes this value, despite its fondness for electronic access to all manner of information (and entertainment).  My deep suspicion is that way too many people of all ages like to hide behind the impersonal facade of email, texting, tweeting, twittering, flittering  - anything that buffers them from interactive personal contact.  But, that reflects a personality disorder rather than a generational "preference." Rick went on to promote the idea that communications leads to collaboration, which can be transported from individual application to organizational relationships.  I take heart - when our profession's leaders get the picture this clearly, there's hope that the profession itself will follow. Things get tricky at this point.  Organizational collaboration can't really be - as in the George Gershwin song from Porgy and Bess - "a sometime thing," done when it's convenient for one supply chain partner or another.  It needs to be part of day-to-day, and everyday, transaction execution within business relationships. Now, the hard part.  Collaboration doesn't just happen; relationships don't blossom just because they're planted and watered occasionally.  All this is part of conscious investment of time and resources in  creating the right kind of relationships with the right kind of partners, and all with a business purpose. The investment, consuming as it may be, is where the big payoff in supply chain management is, though.  It transcends momentary gains and losses when designed to deliver sustainable end-to-end marketplace advantage.  And, the wunderkind at the end of the table who's texting while you're talking is part of that set of organized relationships. Sat, 17 Jul 2010 13:42:47 GMT http://www.businessrelationships.com/_Face-To-Face-vs-Send-To-Send/BLOG/2466595/113313.html artvanbodegraven 2010-07-17T13:42:47Z Business Relationships CSCMP's game-changing CEO Rick Blasgen really nailed it in his latest Direct Connection segment in the Q2 issue of Supply Chain Quarterly (www.supplychainquarterly.com).  The general point emphasized the value of face-to-face human-level communications in an age of instantaneous electronic communication via numerous media. Even the Millennial Generation, btw, recognizes this value, despite its fondness for electronic access to all manner of information (and entertainment).  My deep suspicion is that way too many people of all ages like to hide behind the impersonal facade of email, texting, tweeting, twittering, flittering  - anything that buffers them from interactive personal contact.  But, that reflects a personality disorder rather than a generational "preference." Rick went on to promote the idea that communications leads to collaboration, which can be transported from individual application to organizational relationships.  I take heart - when our profession's leaders get the picture this clearly, there's hope that the profession itself will follow. Things get tricky at this point.  Organizational collaboration can't really be - as in the George Gershwin song from Porgy and Bess - "a sometime thing," done when it's convenient for one supply chain partner or another.  It needs to be part of day-to-day, and everyday, transaction execution within business relationships. Now, the hard part.  Collaboration doesn't just happen; relationships don't blossom just because they're planted and watered occasionally.  All this is part of conscious investment of time and resources in  creating the right kind of relationships with the right kind of partners, and all with a business purpose. The investment, consuming as it may be, is where the big payoff in supply chain management is, though.  It transcends momentary gains and losses when designed to deliver sustainable end-to-end marketplace advantage.  And, the wunderkind at the end of the table who's texting while you're talking is part of that set of organized relationships. millennials, rick blasgen, texting, wunderkind nonadult false Face-To-Face vs. Send-To-Send text blog millennials,rick blasgen,texting,wunderkind 46 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 1 0 2466595 9239684 Gold 6302 http://www.businessrelationships.com/_Well-Run-Meetings-Best-Practices/BLOG/2461805/113313.html Each week, I make an effort to read the Sunday New York Times' Corner Office interview.  Last Sunday the interview was with Dan Rosensweig, CEO of Chegg.  The title was compelling: "Always Thank Your Your Star Players."  That's great advice.  Everyone likes recognition for their efforts. The most interesting piece of the interview, in my opinion, is the way Rosensweig begins executive staff meetings.  He notes that everyone is very wired these days - technology is portable so it's particularly hard to tear ourselves away from email, text messages and other distractions.  In an effort to be "be present," he asks each executive at the meeting to share two things on their minds, one personal and one professional.  That eases the transition into the meeting, and helps with focus. Most importantly, in my opinion, is that it puts the relationship before the task - which is a key component to a strong relationships in business. Each week, I make an effort to read the Sunday New York Times' Corner Office interview.  Last Sunday the interview was with Dan Rosensweig, CEO of Chegg.  The title was compelling: "Always Thank Your Your Star Players."  That's great advice.  Everyone likes recognition for their efforts. The most interesting piece of the interview, in my opinion, is the way Rosensweig begins executive staff meetings.  He notes that everyone is very wired these days - technology is portable so it's particularly hard to tear ourselves away from email, text messages and other distractions.  In an effort to be "be present," he asks each executive at the meeting to share two things on their minds, one personal and one professional.  That eases the transition into the meeting, and helps with focus. Most importantly, in my opinion, is that it puts the relationship before the task - which is a key component to a strong relationships in business. Thu, 15 Jul 2010 19:03:23 GMT http://www.businessrelationships.com/_Well-Run-Meetings-Best-Practices/BLOG/2461805/113313.html MKuehn 2010-07-15T19:03:23Z Business Relationships Each week, I make an effort to read the Sunday New York Times' Corner Office interview.  Last Sunday the interview was with Dan Rosensweig, CEO of Chegg.  The title was compelling: "Always Thank Your Your Star Players."  That's great advice.  Everyone likes recognition for their efforts. The most interesting piece of the interview, in my opinion, is the way Rosensweig begins executive staff meetings.  He notes that everyone is very wired these days - technology is portable so it's particularly hard to tear ourselves away from email, text messages and other distractions.  In an effort to be "be present," he asks each executive at the meeting to share two things on their minds, one personal and one professional.  That eases the transition into the meeting, and helps with focus. Most importantly, in my opinion, is that it puts the relationship before the task - which is a key component to a strong relationships in business. nonadult false Well-Run Meetings: Best Practices text blog 20 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 1 0 2461805 8114100 Gold 3974 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24315243&as=113313 Tue, 13 Jul 2010 22:42:36 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24315243&as=113313 vas1234 2010-07-13T22:42:36Z Business Relationships concierge, dedicated assistance, personal assistant, virtual assistance, virtual assistant, work assistant nonadult false vas1234 user concierge,dedicated assistance,personal assistant,virtual assistance,virtual assistant,work assistant 17 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24315243&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_9913803_113313_24315243_ap_160X120.jpg false 0 24315243 24315243 Member 295 http://www.businessrelationships.com/_Heads-You-Win-Tails-I-Lose/BLOG/2455063/113313.html Stadia emptied, vuvuzelas silenced, the Netherlands team has four years to contemplate what might have been in their resurgent prominence in the world of World Cup soccer.  FIFA has a shorter time to assess the salutory effects of public hanging for sight-challenged and judgement-impaired referees.  In the meantime, we'll don our colors and pull for Ajax, the pride of Amsterdam. Back in the real world, the good news is that our universe of supply chain management is making headlines.  That's also the bad news.  USA Today's July 8 Money section carried a top-of-the-fold feature on shipping bottlenecks and their negative impacts on cost and timeliness.  Our friend Rosalyn Wilson was cited (but CSCMP's production of her annual State of Logistics study was not mentioned - another rant for another day). The problem was blamed on recession-driven capacity cutbacks in air cargo, ocean shipments, and truck transport.  Adding container shortages to the mix makes marine transport the most severe manifestation of the problem, with shipping volumes increasing while Chinese container manufacturing has been seriously curtailed. But, some of the damage was self-inflicted, and some continued difficulty is a matter of choice - an investment in short-term pain in exchange for a payoff in longer-term financial pleasure.  Carriers (of all types) embraced sharp price cuts in order to keep operating - even at a loss - when times got tough.  Many shippers took advantage of a perceived desperation, and turned the screws even tighter. Now, the carriers want to get well - and fast.  The USA Today feature reports a 150% increase in transportation costs (following the historic decline of 2009).  Significant additional increases lie ahead, with re-activated capacity lagging demand.  Some observers maintain that the ocean carriers' recent practice of "slow steaming" is a faux green maneuver to mask a cynical manipulation that reduces effective capacity - and creates unholy pressures for further upward price movement. Despite the fine words and high concepts coming from many players in the global supply chain community, this scenario reflects a sobering reality about talking the talk versus walking the walk. How often must we repeat these cycles of adversarial win/lose (and lose/lose) industry-wide confrontation?  At some point, the strategists among us will learn to think, like Bobby Fischer, four or five moves ahead and build long-term business relationships.  Real relationships will insulate genuine partners from the debilitating skirmishes that perpetuate the paradigm of creating immediate transactional focus, short-term one-sided gains, and long-term supply chain underperformance. We know better; now we've got to do better.  But, doing better requires that everybody - shippers, carriers, service providers - gets in the game.  And plays to win-win. Stadia emptied, vuvuzelas silenced, the Netherlands team has four years to contemplate what might have been in their resurgent prominence in the world of World Cup soccer.  FIFA has a shorter time to assess the salutory effects of public hanging for sight-challenged and judgement-impaired referees.  In the meantime, we'll don our colors and pull for Ajax, the pride of Amsterdam. Back in the real world, the good news is that our universe of supply chain management is making headlines.  That's also the bad news.  USA Today's July 8 Money section carried a top-of-the-fold feature on shipping bottlenecks and their negative impacts on cost and timeliness.  Our friend Rosalyn Wilson was cited (but CSCMP's production of her annual State of Logistics study was not mentioned - another rant for another day). The problem was blamed on recession-driven capacity cutbacks in air cargo, ocean shipments, and truck transport.  Adding container shortages to the mix makes marine transport the most severe manifestation of the problem, with shipping volumes increasing while Chinese container manufacturing has been seriously curtailed. But, some of the damage was self-inflicted, and some continued difficulty is a matter of choice - an investment in short-term pain in exchange for a payoff in longer-term financial pleasure.  Carriers (of all types) embraced sharp price cuts in order to keep operating - even at a loss - when times got tough.  Many shippers took advantage of a perceived desperation, and turned the screws even tighter. Now, the carriers want to get well - and fast.  The USA Today feature reports a 150% increase in transportation costs (following the historic decline of 2009).  Significant additional increases lie ahead, with re-activated capacity lagging demand.  Some observers maintain that the ocean carriers' recent practice of "slow steaming" is a faux green maneuver to mask a cynical manipulation that reduces effective capacity - and creates unholy pressures for further upward price movement. Despite the fine words and high concepts coming from many players in the global supply chain community, this scenario reflects a sobering reality about talking the talk versus walking the walk. How often must we repeat these cycles of adversarial win/lose (and lose/lose) industry-wide confrontation?  At some point, the strategists among us will learn to think, like Bobby Fischer, four or five moves ahead and build long-term business relationships.  Real relationships will insulate genuine partners from the debilitating skirmishes that perpetuate the paradigm of creating immediate transactional focus, short-term one-sided gains, and long-term supply chain underperformance. We know better; now we've got to do better.  But, doing better requires that everybody - shippers, carriers, service providers - gets in the game.  And plays to win-win. Tue, 13 Jul 2010 17:30:49 GMT http://www.businessrelationships.com/_Heads-You-Win-Tails-I-Lose/BLOG/2455063/113313.html artvanbodegraven 2010-07-13T17:30:49Z Business Relationships Stadia emptied, vuvuzelas silenced, the Netherlands team has four years to contemplate what might have been in their resurgent prominence in the world of World Cup soccer.  FIFA has a shorter time to assess the salutory effects of public hanging for sight-challenged and judgement-impaired referees.  In the meantime, we'll don our colors and pull for Ajax, the pride of Amsterdam. Back in the real world, the good news is that our universe of supply chain management is making headlines.  That's also the bad news.  USA Today's July 8 Money section carried a top-of-the-fold feature on shipping bottlenecks and their negative impacts on cost and timeliness.  Our friend Rosalyn Wilson was cited (but CSCMP's production of her annual State of Logistics study was not mentioned - another rant for another day). The problem was blamed on recession-driven capacity cutbacks in air cargo, ocean shipments, and truck transport.  Adding container shortages to the mix makes marine transport the most severe manifestation of the problem, with shipping volumes increasing while Chinese container manufacturing has been seriously curtailed. But, some of the damage was self-inflicted, and some continued difficulty is a matter of choice - an investment in short-term pain in exchange for a payoff in longer-term financial pleasure.  Carriers (of all types) embraced sharp price cuts in order to keep operating - even at a loss - when times got tough.  Many shippers took advantage of a perceived desperation, and turned the screws even tighter. Now, the carriers want to get well - and fast.  The USA Today feature reports a 150% increase in transportation costs (following the historic decline of 2009).  Significant additional increases lie ahead, with re-activated capacity lagging demand.  Some observers maintain that the ocean carriers' recent practice of "slow steaming" is a faux green maneuver to mask a cynical manipulation that reduces effective capacity - and creates unholy pressures for further upward price movement. Despite the fine words and high concepts coming from many players in the global supply chain community, this scenario reflects a sobering reality about talking the talk versus walking the walk. How often must we repeat these cycles of adversarial win/lose (and lose/lose) industry-wide confrontation?  At some point, the strategists among us will learn to think, like Bobby Fischer, four or five moves ahead and build long-term business relationships.  Real relationships will insulate genuine partners from the debilitating skirmishes that perpetuate the paradigm of creating immediate transactional focus, short-term one-sided gains, and long-term supply chain underperformance. We know better; now we've got to do better.  But, doing better requires that everybody - shippers, carriers, service providers - gets in the game.  And plays to win-win. bobby fischer, slow steaming, vuvuzelas, world cup nonadult false Heads You Win, Tails I Lose text blog bobby fischer,slow steaming,vuvuzelas,world cup 19 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2455063 9239684 Gold 6302 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24196806&as=113313 Wed, 07 Jul 2010 14:09:31 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24196806&as=113313 LainieRachelle 2010-07-07T14:09:31Z Business Relationships nonadult false LainieRachelle user 7 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=24196806&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1278511771277 false 0 24196806 24196806 Member 250 http://www.businessrelationships.com/_The-Value-Of-Situational-Values/BLOG/2432722/113313.html Kevin Cornish (atrisk.net) recently blogged about situational values and fake parts in the supply chain.  His best line?  ". . . the human element matters more than ever . . ." Citing the loquacious, but nearly always on-target, Tom Friedman from the New York Times, Cornish introduced the ultimate reality that all partners in supply chain relationships must become more responsible because we can't shield ourselves from the irresponsibility of others. Right on, Kevin; right on, Tom! But, do consider this.  The issue of values among supply chain collaborators would be much easier to deal with in those cases of building the right kinds of relationships with the right kinds of people (i.e., organizations) in the first instance.  Think about the potential for financial and emotional catastrophes lurking in trying to extricate oneself from an E&J Gallo-induced marriage to a pole dancer of recent acquaintance. It's much tougher to reconcile value systems after the fact, when commitments have been made on a superficial basis, cost per transaction for example, rather than on the value of integrated and collaborative efforts in a competitive marketplace. Kevin Cornish (atrisk.net) recently blogged about situational values and fake parts in the supply chain.  His best line?  ". . . the human element matters more than ever . . ." Citing the loquacious, but nearly always on-target, Tom Friedman from the New York Times, Cornish introduced the ultimate reality that all partners in supply chain relationships must become more responsible because we can't shield ourselves from the irresponsibility of others. Right on, Kevin; right on, Tom! But, do consider this.  The issue of values among supply chain collaborators would be much easier to deal with in those cases of building the right kinds of relationships with the right kinds of people (i.e., organizations) in the first instance.  Think about the potential for financial and emotional catastrophes lurking in trying to extricate oneself from an E&J Gallo-induced marriage to a pole dancer of recent acquaintance. It's much tougher to reconcile value systems after the fact, when commitments have been made on a superficial basis, cost per transaction for example, rather than on the value of integrated and collaborative efforts in a competitive marketplace. Tue, 06 Jul 2010 13:09:23 GMT http://www.businessrelationships.com/_The-Value-Of-Situational-Values/BLOG/2432722/113313.html artvanbodegraven 2010-07-06T13:09:23Z Business Relationships Kevin Cornish (atrisk.net) recently blogged about situational values and fake parts in the supply chain.  His best line?  ". . . the human element matters more than ever . . ." Citing the loquacious, but nearly always on-target, Tom Friedman from the New York Times, Cornish introduced the ultimate reality that all partners in supply chain relationships must become more responsible because we can't shield ourselves from the irresponsibility of others. Right on, Kevin; right on, Tom! But, do consider this.  The issue of values among supply chain collaborators would be much easier to deal with in those cases of building the right kinds of relationships with the right kinds of people (i.e., organizations) in the first instance.  Think about the potential for financial and emotional catastrophes lurking in trying to extricate oneself from an E&J Gallo-induced marriage to a pole dancer of recent acquaintance. It's much tougher to reconcile value systems after the fact, when commitments have been made on a superficial basis, cost per transaction for example, rather than on the value of integrated and collaborative efforts in a competitive marketplace. catastrophe, e&j gallo, pole dancer, tom freidman nonadult false The Value Of Situational Values text blog catastrophe,e&j gallo,pole dancer,tom freidman 38 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2432722 9239684 Gold 6302 http://www.businessrelationships.com/_Interview-with-Todd-Muirhead-VP-Sales-and-Marketing-Dietrich-Industries/BLOG/2418076/113313.html   Kathy:  How do you think that your skills and ability in handling business relationships have evolved over your career?   Todd: I think that from where I started to where I am now I have a better appreciation and understanding of my customers’ business.  And I think that by that evolution I’m able to talk more of their talk, obviously bring more value because I do understand their business.  And by virtue of bringing that value, I believe that creates a better relationship.  There is trust, there’s experience, there’s information flow, all those things. In turn, again, I think that understanding your customers’ business builds a whole foundation for a relationship and things go along with that.   Kathy: So is it just your maturity or your experience of understanding the business?   Todd: Understanding through time, their business, and all the intricacies of their business and what they believe is value, what their issues are as they go about their day-to-day.  Of course understanding what we do for them and put it together.  These processes build relationships that are pretty much invaluable as you get to the end of the day.   I really believe when it comes to selling and the art of building relationships some of this is just inherent.  I think you either have it or you don’t.  I don’t think there is an in between. So yes, you can get a better foundation, a better baseline, but when it comes down to it, to answer your question—I had somebody to show me the door, but when the door was open I inherently knew the things necessary to take those relationships and build on them.   Kathy: Do you look for that in hiring?    Todd: We sure try.   Kathy: It’s easier to teach them product than it is to teach them inherent skills.   Todd: It really is.  And unfortunately we’ve hired people and we’ve had to let people go, not because they are not good people, but because when what we are trying to do in the market somebody can be very technically based and understand products.    But when the day is done if they can’t make a connection with somebody and build on that, then it’s not going to work.  So unfortunately we’ve hired and let people go simply because they got to a certain point where they had all the technical skills in the world but that inherent piece, relating to a customer, couldn’t be met.   Kathy: Do you think it can be taught?   Todd: I don’t think it can, I really don’t.  Some people are better than others in terms of how well they are able to get in there and connect.    One of the conversations I had, Kathy, you know this, is we had a regional meeting a few months ago.  We were talking about our staffing and the people.  We really tried to assess our competitors.  We know what we are about.  We know the things we are doing.  But we really tried to put our shoe on the other foot of our competitors and figure out what they do better.   One of the things that came up from one of our formidable competitors is that they are just “guys guys,” as we put it.  They put a team together that people want to be around.  This is the stuff we are talking about—the inherent ability that they hire the people who have the innate ability to get in and make things happen, to build relationships.   We have better technical people, I’m convinced.  But at the end of the day a lot of our customers want to be around people they want to be around.  I don’t think you can teach that, I think you know it.   Kathy: All the inside sales people that I’ve listened to, the relationships that they have with their customers, is amazing.  How do you measure it?  How do you know if they are developing good business relationships?   Todd: How I gauge it today is far different than how I used to gauge it.  Today, as I look at it is, are we able to use this relationship to make money?  Because their—our customers’—job, and I don’t begrudge anybody, everybody is doing the job.  But their job is to buy the best they possibly can.  Our job is to sell the highest price we possibly can.   Relationships give you the opportunity to negotiate or give you an opportunity to do the work.  I’m gauging the relationship today as, ‘Can you do all that and at the end of the day you are making money?’ We want better relationships.  We don’t have a training program for that because, again, it is right back to what I said.  We know inherently people either have it or don’t.  We put them in the position.  We want them to get to know people.  We want them to do the things that they are doing.   But our managers now are really trying to use relationships.  At the end of the day, are we able to use those relationships to make money?    It is not any more or any less just trying to be equitable with our customers.  We are just trying to find that equitable approach where we are both winning in that situation.   Kathy:  What advice would you give people, be it in sales or finance or operations, who really want to develop their business relationship skills?   Todd:  Unfortunately you tend to live in the snapshot of where you are today.  Things are changing so fast that you can’t assume anything anymore.   You can’t assume you have the relationship.  You can’t assume you have the share.  You can’t assume that you are doing great on service.    Make sure you understand what is in front of you because in some cases we are assuming a lot of things out there that just aren’t the case.  Again, the economy has forced people to really do things they wouldn’t even consider doing a year or two years ago.  That’s the assumption piece I was talking about.  We just can’t assume much.    But I still believe on the relationship side of things, that at the end of the day it’s still what is keeping us in the game.   Price is big, but that same survey I mentioned, price was 3rd out of whatever category.  It was still about trust and still about the product, the value and then of course price was there.  It’s not the end all be all. But I think relationships are still giving us that opportunity to succeed to the best of our ability in the market today.     Kathy:  How do you think that your skills and ability in handling business relationships have evolved over your career?   Todd: I think that from where I started to where I am now I have a better appreciation and understanding of my customers’ business.  And I think that by that evolution I’m able to talk more of their talk, obviously bring more value because I do understand their business.  And by virtue of bringing that value, I believe that creates a better relationship.  There is trust, there’s experience, there’s information flow, all those things. In turn, again, I think that understanding your customers’ business builds a whole foundation for a relationship and things go along with that.   Kathy: So is it just your maturity or your experience of understanding the business?   Todd: Understanding through time, their business, and all the intricacies of their business and what they believe is value, what their issues are as they go about their day-to-day.  Of course understanding what we do for them and put it together.  These processes build relationships that are pretty much invaluable as you get to the end of the day.   I really believe when it comes to selling and the art of building relationships some of this is just inherent.  I think you either have it or you don’t.  I don’t think there is an in between. So yes, you can get a better foundation, a better baseline, but when it comes down to it, to answer your question—I had somebody to show me the door, but when the door was open I inherently knew the things necessary to take those relationships and build on them.   Kathy: Do you look for that in hiring?    Todd: We sure try.   Kathy: It’s easier to teach them product than it is to teach them inherent skills.   Todd: It really is.  And unfortunately we’ve hired people and we’ve had to let people go, not because they are not good people, but because when what we are trying to do in the market somebody can be very technically based and understand products.    But when the day is done if they can’t make a connection with somebody and build on that, then it’s not going to work.  So unfortunately we’ve hired and let people go simply because they got to a certain point where they had all the technical skills in the world but that inherent piece, relating to a customer, couldn’t be met.   Kathy: Do you think it can be taught?   Todd: I don’t think it can, I really don’t.  Some people are better than others in terms of how well they are able to get in there and connect.    One of the conversations I had, Kathy, you know this, is we had a regional meeting a few months ago.  We were talking about our staffing and the people.  We really tried to assess our competitors.  We know what we are about.  We know the things we are doing.  But we really tried to put our shoe on the other foot of our competitors and figure out what they do better.   One of the things that came up from one of our formidable competitors is that they are just “guys guys,” as we put it.  They put a team together that people want to be around.  This is the stuff we are talking about—the inherent ability that they hire the people who have the innate ability to get in and make things happen, to build relationships.   We have better technical people, I’m convinced.  But at the end of the day a lot of our customers want to be around people they want to be around.  I don’t think you can teach that, I think you know it.   Kathy: All the inside sales people that I’ve listened to, the relationships that they have with their customers, is amazing.  How do you measure it?  How do you know if they are developing good business relationships?   Todd: How I gauge it today is far different than how I used to gauge it.  Today, as I look at it is, are we able to use this relationship to make money?  Because their—our customers’—job, and I don’t begrudge anybody, everybody is doing the job.  But their job is to buy the best they possibly can.  Our job is to sell the highest price we possibly can.   Relationships give you the opportunity to negotiate or give you an opportunity to do the work.  I’m gauging the relationship today as, ‘Can you do all that and at the end of the day you are making money?’ We want better relationships.  We don’t have a training program for that because, again, it is right back to what I said.  We know inherently people either have it or don’t.  We put them in the position.  We want them to get to know people.  We want them to do the things that they are doing.   But our managers now are really trying to use relationships.  At the end of the day, are we able to use those relationships to make money?    It is not any more or any less just trying to be equitable with our customers.  We are just trying to find that equitable approach where we are both winning in that situation.   Kathy:  What advice would you give people, be it in sales or finance or operations, who really want to develop their business relationship skills?   Todd:  Unfortunately you tend to live in the snapshot of where you are today.  Things are changing so fast that you can’t assume anything anymore.   You can’t assume you have the relationship.  You can’t assume you have the share.  You can’t assume that you are doing great on service.    Make sure you understand what is in front of you because in some cases we are assuming a lot of things out there that just aren’t the case.  Again, the economy has forced people to really do things they wouldn’t even consider doing a year or two years ago.  That’s the assumption piece I was talking about.  We just can’t assume much.    But I still believe on the relationship side of things, that at the end of the day it’s still what is keeping us in the game.   Price is big, but that same survey I mentioned, price was 3rd out of whatever category.  It was still about trust and still about the product, the value and then of course price was there.  It’s not the end all be all. But I think relationships are still giving us that opportunity to succeed to the best of our ability in the market today.   Tue, 29 Jun 2010 18:34:26 GMT http://www.businessrelationships.com/_Interview-with-Todd-Muirhead-VP-Sales-and-Marketing-Dietrich-Industries/BLOG/2418076/113313.html KathyHoyt 2010-06-29T18:34:26Z Business Relationships   Kathy:  How do you think that your skills and ability in handling business relationships have evolved over your career?   Todd: I think that from where I started to where I am now I have a better appreciation and understanding of my customers’ business.  And I think that by that evolution I’m able to talk more of their talk, obviously bring more value because I do understand their business.  And by virtue of bringing that value, I believe that creates a better relationship.  There is trust, there’s experience, there’s information flow, all those things. In turn, again, I think that understanding your customers’ business builds a whole foundation for a relationship and things go along with that.   Kathy: So is it just your maturity or your experience of understanding the business?   Todd: Understanding through time, their business, and all the intricacies of their business and what they believe is value, what their issues are as they go about their day-to-day.  Of course understanding what we do for them and put it together.  These processes build relationships that are pretty much invaluable as you get to the end of the day.   I really believe when it comes to selling and the art of building relationships some of this is just inherent.  I think you either have it or you don’t.  I don’t think there is an in between. So yes, you can get a better foundation, a better baseline, but when it comes down to it, to answer your question—I had somebody to show me the door, but when the door was open I inherently knew the things necessary to take those relationships and build on them.   Kathy: Do you look for that in hiring?    Todd: We sure try.   Kathy: It’s easier to teach them product than it is to teach them inherent skills.   Todd: It really is.  And unfortunately we’ve hired people and we’ve had to let people go, not because they are not good people, but because when what we are trying to do in the market somebody can be very technically based and understand products.    But when the day is done if they can’t make a connection with somebody and build on that, then it’s not going to work.  So unfortunately we’ve hired and let people go simply because they got to a certain point where they had all the technical skills in the world but that inherent piece, relating to a customer, couldn’t be met.   Kathy: Do you think it can be taught?   Todd: I don’t think it can, I really don’t.  Some people are better than others in terms of how well they are able to get in there and connect.    One of the conversations I had, Kathy, you know this, is we had a regional meeting a few months ago.  We were talking about our staffing and the people.  We really tried to assess our competitors.  We know what we are about.  We know the things we are doing.  But we really tried to put our shoe on the other foot of our competitors and figure out what they do better.   One of the things that came up from one of our formidable competitors is that they are just “guys guys,” as we put it.  They put a team together that people want to be around.  This is the stuff we are talking about—the inherent ability that they hire the people who have the innate ability to get in and make things happen, to build relationships.   We have better technical people, I’m convinced.  But at the end of the day a lot of our customers want to be around people they want to be around.  I don’t think you can teach that, I think you know it.   Kathy: All the inside sales people that I’ve listened to, the relationships that they have with their customers, is amazing.  How do you measure it?  How do you know if they are developing good business relationships?   Todd: How I gauge it today is far different than how I used to gauge it.  Today, as I look at it is, are we able to use this relationship to make money?  Because their—our customers’—job, and I don’t begrudge anybody, everybody is doing the job.  But their job is to buy the best they possibly can.  Our job is to sell the highest price we possibly can.   Relationships give you the opportunity to negotiate or give you an opportunity to do the work.  I’m gauging the relationship today as, ‘Can you do all that and at the end of the day you are making money?’ We want better relationships.  We don’t have a training program for that because, again, it is right back to what I said.  We know inherently people either have it or don’t.  We put them in the position.  We want them to get to know people.  We want them to do the things that they are doing.   But our managers now are really trying to use relationships.  At the end of the day, are we able to use those relationships to make money?    It is not any more or any less just trying to be equitable with our customers.  We are just trying to find that equitable approach where we are both winning in that situation.   Kathy:  What advice would you give people, be it in sales or finance or operations, who really want to develop their business relationship skills?   Todd:  Unfortunately you tend to live in the snapshot of where you are today.  Things are changing so fast that you can’t assume anything anymore.   You can’t assume you have the relationship.  You can’t assume you have the share.  You can’t assume that you are doing great on service.    Make sure you understand what is in front of you because in some cases we are assuming a lot of things out there that just aren’t the case.  Again, the economy has forced people to really do things they wouldn’t even consider doing a year or two years ago.  That’s the assumption piece I was talking about.  We just can’t assume much.    But I still believe on the relationship side of things, that at the end of the day it’s still what is keeping us in the game.   Price is big, but that same survey I mentioned, price was 3rd out of whatever category.  It was still about trust and still about the product, the value and then of course price was there.  It’s not the end all be all. But I think relationships are still giving us that opportunity to succeed to the best of our ability in the market today.   nonadult false Interview with Todd Muirhead, VP - Sales and Marketing, Dietrich Industries text blog 58 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9587669&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4751477_113313_9587669_ap_160X120.jpg false 1 0 2418076 9587669 Bronze 760 http://www.businessrelationships.com/_After-The-Ash-Settles/BLOG/2415074/113313.html Have we over-outsourced our supply chains?  Michael L. Hetzel, a vice president at ProQC International, says that we in the US have, in a paper distributed to American Society for Quality (ASQ) members.  I believe that we have done so in Europe, as well. Hetzel maintains that extended and distant supply chain structures have isolated and siloed procurement, quality, design, and logistics functions, with each focused on its own objectives and measurements - to the detriment of the end-to-end supply chain. The stunning realization in all this is that loosely-connected functions in the supply chain are more likely to fall apart under stress than a strong system of better-integrated links would be.  There may be no stronger argument than this for the value of  - the necessity for - carefully structured business relationships among supply chain partners. Perhaps near-shoring, in-shoring, right-shoring and the like might mitigate the consequences somewhat.  But, the risk of supply chain catastrophe in a world of bankruptcies, sudden and sometimes unforseeable communications and logistics breakdowns, economic turmoil, civil unrest, government actions, and Icelandic volcanic eruptions is simply too great to do otherwise. Have we over-outsourced our supply chains?  Michael L. Hetzel, a vice president at ProQC International, says that we in the US have, in a paper distributed to American Society for Quality (ASQ) members.  I believe that we have done so in Europe, as well. Hetzel maintains that extended and distant supply chain structures have isolated and siloed procurement, quality, design, and logistics functions, with each focused on its own objectives and measurements - to the detriment of the end-to-end supply chain. The stunning realization in all this is that loosely-connected functions in the supply chain are more likely to fall apart under stress than a strong system of better-integrated links would be.  There may be no stronger argument than this for the value of  - the necessity for - carefully structured business relationships among supply chain partners. Perhaps near-shoring, in-shoring, right-shoring and the like might mitigate the consequences somewhat.  But, the risk of supply chain catastrophe in a world of bankruptcies, sudden and sometimes unforseeable communications and logistics breakdowns, economic turmoil, civil unrest, government actions, and Icelandic volcanic eruptions is simply too great to do otherwise. Mon, 28 Jun 2010 11:40:33 GMT http://www.businessrelationships.com/_After-The-Ash-Settles/BLOG/2415074/113313.html artvanbodegraven 2010-06-28T11:40:33Z Business Relationships Have we over-outsourced our supply chains?  Michael L. Hetzel, a vice president at ProQC International, says that we in the US have, in a paper distributed to American Society for Quality (ASQ) members.  I believe that we have done so in Europe, as well. Hetzel maintains that extended and distant supply chain structures have isolated and siloed procurement, quality, design, and logistics functions, with each focused on its own objectives and measurements - to the detriment of the end-to-end supply chain. The stunning realization in all this is that loosely-connected functions in the supply chain are more likely to fall apart under stress than a strong system of better-integrated links would be.  There may be no stronger argument than this for the value of  - the necessity for - carefully structured business relationships among supply chain partners. Perhaps near-shoring, in-shoring, right-shoring and the like might mitigate the consequences somewhat.  But, the risk of supply chain catastrophe in a world of bankruptcies, sudden and sometimes unforseeable communications and logistics breakdowns, economic turmoil, civil unrest, government actions, and Icelandic volcanic eruptions is simply too great to do otherwise. asq, iceland, siloed supply chains, volcano nonadult false After The Ash Settles text blog asq,iceland,siloed supply chains,volcano 25 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2415074 9239684 Gold 6302 http://www.businessrelationships.com/_Who-Comes-First-Customer-or-Employee/BLOG/2411774/113313.html CNN Money has a great question and answer piece from the manager of a team of customer service representatives.  She wrote in by saying that 99% of the time, she is able to resolve customers’ problems amicably, but every now and again, she has to field a call from an irate customer.  Her usual response is to have the manager one level above her take the hostile call.  She says that manager, in response, blames her and her team of customer service representatives, and as a result, this deflates her team’s morale. The question posed in this article is: How do you handle difficult customers?  Who comes first at your company, customers or employees? Several people weighed in on this conundrum, and the adage the customer is always right pops up more than once in the article. I can understand the significance of the customer being right.  A company’s success—certainly the financial success, but success overall-- depends heavily on the relationship with the customer. The morale of the employee team is also very important and imperative to a company’s success.  If a company cannot retain its employees and has a high turnover rate, it sends a message that the company is not a friendly environment in which to work.  Who wants to support a company that does not respect its employees? In the end, I think it is important to find the balance.  Yes, a customer is paying for your product or services, so their needs and expectations must be met.  That transaction is very clear. But I also think it is paramount to treat employees with respect and to show appreciation, because those people are representing the company.  Their interactions with customers are a direct reflection of the brand.  Therefore, their satisfaction is necessary to maintain the brand’s reputation. So, what do you all think?  In a situation like this, who would you put first—customer or employee?  CNN Money has a great question and answer piece from the manager of a team of customer service representatives.  She wrote in by saying that 99% of the time, she is able to resolve customers’ problems amicably, but every now and again, she has to field a call from an irate customer.  Her usual response is to have the manager one level above her take the hostile call.  She says that manager, in response, blames her and her team of customer service representatives, and as a result, this deflates her team’s morale. The question posed in this article is: How do you handle difficult customers?  Who comes first at your company, customers or employees? Several people weighed in on this conundrum, and the adage the customer is always right pops up more than once in the article. I can understand the significance of the customer being right.  A company’s success—certainly the financial success, but success overall-- depends heavily on the relationship with the customer. The morale of the employee team is also very important and imperative to a company’s success.  If a company cannot retain its employees and has a high turnover rate, it sends a message that the company is not a friendly environment in which to work.  Who wants to support a company that does not respect its employees? In the end, I think it is important to find the balance.  Yes, a customer is paying for your product or services, so their needs and expectations must be met.  That transaction is very clear. But I also think it is paramount to treat employees with respect and to show appreciation, because those people are representing the company.  Their interactions with customers are a direct reflection of the brand.  Therefore, their satisfaction is necessary to maintain the brand’s reputation. So, what do you all think?  In a situation like this, who would you put first—customer or employee?  Fri, 25 Jun 2010 19:14:05 GMT http://www.businessrelationships.com/_Who-Comes-First-Customer-or-Employee/BLOG/2411774/113313.html MKuehn 2010-06-25T19:14:05Z Business Relationships CNN Money has a great question and answer piece from the manager of a team of customer service representatives.  She wrote in by saying that 99% of the time, she is able to resolve customers’ problems amicably, but every now and again, she has to field a call from an irate customer.  Her usual response is to have the manager one level above her take the hostile call.  She says that manager, in response, blames her and her team of customer service representatives, and as a result, this deflates her team’s morale. The question posed in this article is: How do you handle difficult customers?  Who comes first at your company, customers or employees? Several people weighed in on this conundrum, and the adage the customer is always right pops up more than once in the article. I can understand the significance of the customer being right.  A company’s success—certainly the financial success, but success overall-- depends heavily on the relationship with the customer. The morale of the employee team is also very important and imperative to a company’s success.  If a company cannot retain its employees and has a high turnover rate, it sends a message that the company is not a friendly environment in which to work.  Who wants to support a company that does not respect its employees? In the end, I think it is important to find the balance.  Yes, a customer is paying for your product or services, so their needs and expectations must be met.  That transaction is very clear. But I also think it is paramount to treat employees with respect and to show appreciation, because those people are representing the company.  Their interactions with customers are a direct reflection of the brand.  Therefore, their satisfaction is necessary to maintain the brand’s reputation. So, what do you all think?  In a situation like this, who would you put first—customer or employee?  nonadult false Who Comes First: Customer or Employee? text blog 24 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 1 0 2411774 8114100 Gold 3974 http://www.businessrelationships.com/_Not-To-Throw-Cold-Water-On-It-But-/BLOG/2402788/113313.html The US Department of Transportation's Secretary, Ray LaHood, announced the inception of the "America's Marine Highway" program in April (Logistics Management, May 2010; www.logisticsmgmt.com).  For those weary of bailouts and stimuli, the initial grants involve under $100 million (with an "m" not a "b"). Are short-sea and other maritime transport modes really viable in the US?  I don't know.  I do suspect that longer-distance river transport could be more employed than it is if: 1) shippers stopped to think about it, and 2) locks and other infrastructure  elements were upgraded and maintained.  But, it does seem reasonable that, if Secretary LaHood's concept embodied compelling merit, profit-motivated players in the private sector would have jumped on the notion quite some time ago. It's appealing that there might be environmental benefits to the movement of goods over water instead of over the road (either rail or highway).  In the wake of BP's catastrophic misadventure in the Gulf, there might be some concern about the environmental risks of a maritime shipping accident involving who knows what kind of cargo. In the broader economic equation, I'd like to know if marine highway proponents have considered: 1) the cost of added handling and delay if a water link were to be added to supply chains; and/or 2) the added complexity of introducing more players into the complex business relationships that make up end-to-end supply chains.  The US Department of Transportation's Secretary, Ray LaHood, announced the inception of the "America's Marine Highway" program in April (Logistics Management, May 2010; www.logisticsmgmt.com).  For those weary of bailouts and stimuli, the initial grants involve under $100 million (with an "m" not a "b"). Are short-sea and other maritime transport modes really viable in the US?  I don't know.  I do suspect that longer-distance river transport could be more employed than it is if: 1) shippers stopped to think about it, and 2) locks and other infrastructure  elements were upgraded and maintained.  But, it does seem reasonable that, if Secretary LaHood's concept embodied compelling merit, profit-motivated players in the private sector would have jumped on the notion quite some time ago. It's appealing that there might be environmental benefits to the movement of goods over water instead of over the road (either rail or highway).  In the wake of BP's catastrophic misadventure in the Gulf, there might be some concern about the environmental risks of a maritime shipping accident involving who knows what kind of cargo. In the broader economic equation, I'd like to know if marine highway proponents have considered: 1) the cost of added handling and delay if a water link were to be added to supply chains; and/or 2) the added complexity of introducing more players into the complex business relationships that make up end-to-end supply chains.  Fri, 18 Jun 2010 19:32:33 GMT http://www.businessrelationships.com/_Not-To-Throw-Cold-Water-On-It-But-/BLOG/2402788/113313.html artvanbodegraven 2010-06-18T19:32:33Z Business Relationships The US Department of Transportation's Secretary, Ray LaHood, announced the inception of the "America's Marine Highway" program in April (Logistics Management, May 2010; www.logisticsmgmt.com).  For those weary of bailouts and stimuli, the initial grants involve under $100 million (with an "m" not a "b"). Are short-sea and other maritime transport modes really viable in the US?  I don't know.  I do suspect that longer-distance river transport could be more employed than it is if: 1) shippers stopped to think about it, and 2) locks and other infrastructure  elements were upgraded and maintained.  But, it does seem reasonable that, if Secretary LaHood's concept embodied compelling merit, profit-motivated players in the private sector would have jumped on the notion quite some time ago. It's appealing that there might be environmental benefits to the movement of goods over water instead of over the road (either rail or highway).  In the wake of BP's catastrophic misadventure in the Gulf, there might be some concern about the environmental risks of a maritime shipping accident involving who knows what kind of cargo. In the broader economic equation, I'd like to know if marine highway proponents have considered: 1) the cost of added handling and delay if a water link were to be added to supply chains; and/or 2) the added complexity of introducing more players into the complex business relationships that make up end-to-end supply chains.  bp, gulf, marine highway, ray lahood, supply chain complexity nonadult false Not To Throw Cold Water On It, But . . . text blog bp,gulf,marine highway,ray lahood,supply chain complexity 52 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2402788 9239684 Gold 6302 http://www.businessrelationships.com/_Miss-Lucy-Had-A-Baby/BLOG/2394013/113313.html The Q1 issue of CSCMP's Supply Chain Quarterly (www.supplychainquarterly.com) features an article, Time for a checkup?, that suggests a thorough supply chain examination might uncover logistics cost reduction possibilities of ten to twenty per cent. The approach proposed is well-thought-out, well-structured, comprehensive, and useful.  And, yet, I couldn't shake the lyrics of a children's song, "Miss Lucy called the doctor, Miss Lucy called the nurse . . ." My challenge with the piece is that the program appears to contemplate a more-or-less static and self-contained system, with singular control and direction.  Some mention is made of variable service levels for different products, customers, and/or markets, and one illustration includes a cryptic note about "trucking and other service providers." Ultimately, my contention is that optimizing one element of an end-to-end supply chain, without the involvement - and collaboration - of other players in the chain, risks sub-optimizing the whole.  Not to mention that it fails to leverage the knowledge and experience of all partners in the chain. The authors, Dr. Timm Gudhus, a consultant from Hamburg, and Dr. Herbert Kotzab, a professor at the respected Copenhagen Business School, do allow that "there continues to be a gap between logistics theory and business practice."  It is possible that, in some dimensions, business practice might be out in front of theory.  My hypothesis might be that the audit process described could be orders-of-magnitude more effective if greater weight were to be given to the integration and relationships among supply chain partners, rather than being limited to the mechanics of product flow. Okay, we've heard from the doctor(s) and we've heard from the nurse.  I've no clue what we might hear from the lady with the alligator purse. The Q1 issue of CSCMP's Supply Chain Quarterly (www.supplychainquarterly.com) features an article, Time for a checkup?, that suggests a thorough supply chain examination might uncover logistics cost reduction possibilities of ten to twenty per cent. The approach proposed is well-thought-out, well-structured, comprehensive, and useful.  And, yet, I couldn't shake the lyrics of a children's song, "Miss Lucy called the doctor, Miss Lucy called the nurse . . ." My challenge with the piece is that the program appears to contemplate a more-or-less static and self-contained system, with singular control and direction.  Some mention is made of variable service levels for different products, customers, and/or markets, and one illustration includes a cryptic note about "trucking and other service providers." Ultimately, my contention is that optimizing one element of an end-to-end supply chain, without the involvement - and collaboration - of other players in the chain, risks sub-optimizing the whole.  Not to mention that it fails to leverage the knowledge and experience of all partners in the chain. The authors, Dr. Timm Gudhus, a consultant from Hamburg, and Dr. Herbert Kotzab, a professor at the respected Copenhagen Business School, do allow that "there continues to be a gap between logistics theory and business practice."  It is possible that, in some dimensions, business practice might be out in front of theory.  My hypothesis might be that the audit process described could be orders-of-magnitude more effective if greater weight were to be given to the integration and relationships among supply chain partners, rather than being limited to the mechanics of product flow. Okay, we've heard from the doctor(s) and we've heard from the nurse.  I've no clue what we might hear from the lady with the alligator purse. Sun, 13 Jun 2010 17:44:18 GMT http://www.businessrelationships.com/_Miss-Lucy-Had-A-Baby/BLOG/2394013/113313.html artvanbodegraven 2010-06-13T17:44:18Z Business Relationships The Q1 issue of CSCMP's Supply Chain Quarterly (www.supplychainquarterly.com) features an article, Time for a checkup?, that suggests a thorough supply chain examination might uncover logistics cost reduction possibilities of ten to twenty per cent. The approach proposed is well-thought-out, well-structured, comprehensive, and useful.  And, yet, I couldn't shake the lyrics of a children's song, "Miss Lucy called the doctor, Miss Lucy called the nurse . . ." My challenge with the piece is that the program appears to contemplate a more-or-less static and self-contained system, with singular control and direction.  Some mention is made of variable service levels for different products, customers, and/or markets, and one illustration includes a cryptic note about "trucking and other service providers." Ultimately, my contention is that optimizing one element of an end-to-end supply chain, without the involvement - and collaboration - of other players in the chain, risks sub-optimizing the whole.  Not to mention that it fails to leverage the knowledge and experience of all partners in the chain. The authors, Dr. Timm Gudhus, a consultant from Hamburg, and Dr. Herbert Kotzab, a professor at the respected Copenhagen Business School, do allow that "there continues to be a gap between logistics theory and business practice."  It is possible that, in some dimensions, business practice might be out in front of theory.  My hypothesis might be that the audit process described could be orders-of-magnitude more effective if greater weight were to be given to the integration and relationships among supply chain partners, rather than being limited to the mechanics of product flow. Okay, we've heard from the doctor(s) and we've heard from the nurse.  I've no clue what we might hear from the lady with the alligator purse. alligator purse, miss lucy, supply chain checkup nonadult false Miss Lucy Had A Baby text blog alligator purse,miss lucy,supply chain checkup 34 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2394013 9239684 Gold 6302 http://www.businessrelationships.com/_Im-Too-Sexy/BLOG/2379954/113313.html Don't get all lathered up, it's only a song title.  I may be erratic, but I'm not delusional. Respected veteran supply chain journalist Jean Murphy recently wrote that stronger supplier relationships are a "post-recession priority."  (Supply Chain Brain, May 2010; www.supplychainbrain.com)  She went on to outline the stresses that tough economic times put on outsourced and/or extended supply chains.  Now, businesses are struggling to get their supply chains up to speed, she continued. Right Said Fred, invoking the name of a band from the era of Frankie Goes To Hollywood and Cocteau Twins.  Right Said Fred, btw, gave us the marvelous tune referenced above.  But, do I hear the strains of Carole King and It's Too Late in the background? Where was all this concern when it really mattered, at the worst of the hard times?  Wasn't that the right time to go the extra mile to keep things together, to invest in maintaining the business relationships that would make the difference when recovery inevitably arrived?  Of course it was. Those who did so are going to be way ahead of those who didn't (and are scrambling today).  And those who are turning to advanced technology to make up for lost time - and lost opportunity - are likely to be disappointed.  Remember that for the next downturn - or if this recession turns out to have a double dip in its course. When the late night conversation turns to this particular topic, my friends sometimes accuse me of going all DJ and channeling Wolfman Jack on speed - oh, wait, that's redundant. Don't get me wrong.  Technology is great, and can propel supplier relationships to higher levels of performance.  But it is no substitute for having built and tended to the human side of the equation - the "for better or worse" commitment of authentic human representatives of enterprises in advanced supply chains that can weather extreme challenges, rebound, and move forward.  Don't get all lathered up, it's only a song title.  I may be erratic, but I'm not delusional. Respected veteran supply chain journalist Jean Murphy recently wrote that stronger supplier relationships are a "post-recession priority."  (Supply Chain Brain, May 2010; www.supplychainbrain.com)  She went on to outline the stresses that tough economic times put on outsourced and/or extended supply chains.  Now, businesses are struggling to get their supply chains up to speed, she continued. Right Said Fred, invoking the name of a band from the era of Frankie Goes To Hollywood and Cocteau Twins.  Right Said Fred, btw, gave us the marvelous tune referenced above.  But, do I hear the strains of Carole King and It's Too Late in the background? Where was all this concern when it really mattered, at the worst of the hard times?  Wasn't that the right time to go the extra mile to keep things together, to invest in maintaining the business relationships that would make the difference when recovery inevitably arrived?  Of course it was. Those who did so are going to be way ahead of those who didn't (and are scrambling today).  And those who are turning to advanced technology to make up for lost time - and lost opportunity - are likely to be disappointed.  Remember that for the next downturn - or if this recession turns out to have a double dip in its course. When the late night conversation turns to this particular topic, my friends sometimes accuse me of going all DJ and channeling Wolfman Jack on speed - oh, wait, that's redundant. Don't get me wrong.  Technology is great, and can propel supplier relationships to higher levels of performance.  But it is no substitute for having built and tended to the human side of the equation - the "for better or worse" commitment of authentic human representatives of enterprises in advanced supply chains that can weather extreme challenges, rebound, and move forward.  Sun, 06 Jun 2010 15:51:48 GMT http://www.businessrelationships.com/_Im-Too-Sexy/BLOG/2379954/113313.html artvanbodegraven 2010-06-06T15:51:48Z Business Relationships Don't get all lathered up, it's only a song title.  I may be erratic, but I'm not delusional. Respected veteran supply chain journalist Jean Murphy recently wrote that stronger supplier relationships are a "post-recession priority."  (Supply Chain Brain, May 2010; www.supplychainbrain.com)  She went on to outline the stresses that tough economic times put on outsourced and/or extended supply chains.  Now, businesses are struggling to get their supply chains up to speed, she continued. Right Said Fred, invoking the name of a band from the era of Frankie Goes To Hollywood and Cocteau Twins.  Right Said Fred, btw, gave us the marvelous tune referenced above.  But, do I hear the strains of Carole King and It's Too Late in the background? Where was all this concern when it really mattered, at the worst of the hard times?  Wasn't that the right time to go the extra mile to keep things together, to invest in maintaining the business relationships that would make the difference when recovery inevitably arrived?  Of course it was. Those who did so are going to be way ahead of those who didn't (and are scrambling today).  And those who are turning to advanced technology to make up for lost time - and lost opportunity - are likely to be disappointed.  Remember that for the next downturn - or if this recession turns out to have a double dip in its course. When the late night conversation turns to this particular topic, my friends sometimes accuse me of going all DJ and channeling Wolfman Jack on speed - oh, wait, that's redundant. Don't get me wrong.  Technology is great, and can propel supplier relationships to higher levels of performance.  But it is no substitute for having built and tended to the human side of the equation - the "for better or worse" commitment of authentic human representatives of enterprises in advanced supply chains that can weather extreme challenges, rebound, and move forward.  carole king, post-recession recovery, right said fred, supplier relationships, wolfman jack nonadult false I'm Too Sexy text blog carole king,post-recession recovery,right said fred,supplier relationships,wolfman jack 38 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2379954 9239684 Gold 6302 http://www.businessrelationships.com/_Jabba-The-Hutt-In-The-Supply-Chain/BLOG/2365311/113313.html Wal-Mart brecently announced an intiiative to take over the transport of products from its suppliers into its distribution network.  The move might be seen as a natural extension of its traditional practice of requiring suppliers to distribute to Wal-Mart network locations, rather than to the individual stores.  The ostensible objective?  To reduce costs (and perhaps roll back some more prices). Benign on the surface; possibly even commendable.  But, what are the consequences, unintended or otherwise, on suppliers' relationships with their carriers and other logistics service providers?  They'll have less product to ship with their (often long-standing) transportation partners.  Those partners will have less business, overall.  Maybe, with capacity reductions made during the recession, that's manageable.  But the question is unavoidable.  With lower volumes, will supply chain costs for customers and channels other than Wal-Mart increase?  Will that make supply chains vying with Wal-Mart in the marketplace less cost-competitive? Wal-Mart's prominence in the world of retail supply chains is enormous, and growing - and would be even bigger and more powerful with an inbound transportation takeover.  Some observers go so far as to maintain that Wal-Mart is really a supply chain operator, as much as, or even more so, than a retailer. I surely don't attribute all of the ethical failings of George Lucas' master of the interplanetary deal to Wal-Mart.  But I am occasionally reminded of Budd Schulberg's anti-hero in A Face In The Crowd, who, in a memorable phrase, "brung happiness to millions." Do Wal-Mart's increasingly dominant supply chain - and consumer pricing - positions contain the seeds of diminishing returns, or even backlash?  Are its customers really all that happy with the seductive allure of low prices?  According to the June issue of Consumer Reports, not so much.  Wal-Mart's ratings kept it barely (by a single point) ahead of last-place Kmart (and it was next-to-last in 2002, as well). Wal-Mart was ranked "worse" or "much worse" in eleven of sixteen categories, and "better" in none.  Maybe that reflects the demographic skew of Consumer Reports' readers.  But it could mean trouble if the humongous enterprise's future growth is tied to targeting increased penetration with middle-class customers - no matter what the supply chain costs are, and no matter how the company controls its supply chain relationships. Wal-Mart brecently announced an intiiative to take over the transport of products from its suppliers into its distribution network.  The move might be seen as a natural extension of its traditional practice of requiring suppliers to distribute to Wal-Mart network locations, rather than to the individual stores.  The ostensible objective?  To reduce costs (and perhaps roll back some more prices). Benign on the surface; possibly even commendable.  But, what are the consequences, unintended or otherwise, on suppliers' relationships with their carriers and other logistics service providers?  They'll have less product to ship with their (often long-standing) transportation partners.  Those partners will have less business, overall.  Maybe, with capacity reductions made during the recession, that's manageable.  But the question is unavoidable.  With lower volumes, will supply chain costs for customers and channels other than Wal-Mart increase?  Will that make supply chains vying with Wal-Mart in the marketplace less cost-competitive? Wal-Mart's prominence in the world of retail supply chains is enormous, and growing - and would be even bigger and more powerful with an inbound transportation takeover.  Some observers go so far as to maintain that Wal-Mart is really a supply chain operator, as much as, or even more so, than a retailer. I surely don't attribute all of the ethical failings of George Lucas' master of the interplanetary deal to Wal-Mart.  But I am occasionally reminded of Budd Schulberg's anti-hero in A Face In The Crowd, who, in a memorable phrase, "brung happiness to millions." Do Wal-Mart's increasingly dominant supply chain - and consumer pricing - positions contain the seeds of diminishing returns, or even backlash?  Are its customers really all that happy with the seductive allure of low prices?  According to the June issue of Consumer Reports, not so much.  Wal-Mart's ratings kept it barely (by a single point) ahead of last-place Kmart (and it was next-to-last in 2002, as well). Wal-Mart was ranked "worse" or "much worse" in eleven of sixteen categories, and "better" in none.  Maybe that reflects the demographic skew of Consumer Reports' readers.  But it could mean trouble if the humongous enterprise's future growth is tied to targeting increased penetration with middle-class customers - no matter what the supply chain costs are, and no matter how the company controls its supply chain relationships. Mon, 31 May 2010 18:38:50 GMT http://www.businessrelationships.com/_Jabba-The-Hutt-In-The-Supply-Chain/BLOG/2365311/113313.html artvanbodegraven 2010-05-31T18:38:50Z Business Relationships Wal-Mart brecently announced an intiiative to take over the transport of products from its suppliers into its distribution network.  The move might be seen as a natural extension of its traditional practice of requiring suppliers to distribute to Wal-Mart network locations, rather than to the individual stores.  The ostensible objective?  To reduce costs (and perhaps roll back some more prices). Benign on the surface; possibly even commendable.  But, what are the consequences, unintended or otherwise, on suppliers' relationships with their carriers and other logistics service providers?  They'll have less product to ship with their (often long-standing) transportation partners.  Those partners will have less business, overall.  Maybe, with capacity reductions made during the recession, that's manageable.  But the question is unavoidable.  With lower volumes, will supply chain costs for customers and channels other than Wal-Mart increase?  Will that make supply chains vying with Wal-Mart in the marketplace less cost-competitive? Wal-Mart's prominence in the world of retail supply chains is enormous, and growing - and would be even bigger and more powerful with an inbound transportation takeover.  Some observers go so far as to maintain that Wal-Mart is really a supply chain operator, as much as, or even more so, than a retailer. I surely don't attribute all of the ethical failings of George Lucas' master of the interplanetary deal to Wal-Mart.  But I am occasionally reminded of Budd Schulberg's anti-hero in A Face In The Crowd, who, in a memorable phrase, "brung happiness to millions." Do Wal-Mart's increasingly dominant supply chain - and consumer pricing - positions contain the seeds of diminishing returns, or even backlash?  Are its customers really all that happy with the seductive allure of low prices?  According to the June issue of Consumer Reports, not so much.  Wal-Mart's ratings kept it barely (by a single point) ahead of last-place Kmart (and it was next-to-last in 2002, as well). Wal-Mart was ranked "worse" or "much worse" in eleven of sixteen categories, and "better" in none.  Maybe that reflects the demographic skew of Consumer Reports' readers.  But it could mean trouble if the humongous enterprise's future growth is tied to targeting increased penetration with middle-class customers - no matter what the supply chain costs are, and no matter how the company controls its supply chain relationships. a face in the crowd, anti-hero, budd schulberg, inbound transportation, interplanetary deals, jabba the hutt, star wars, wal-mart nonadult false Jabba The Hutt In The Supply Chain? text blog a face in the crowd,anti-hero,budd schulberg,inbound transportation,interplanetary deals,jabba the hutt,star wars,wal-mart 54 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 1 0 2365311 9239684 Gold 6302 http://www.businessrelationships.com/_Homework-Business-Strategies/BLOG/2355872/113313.html Business relationships are built and based on many skills we all use daily in our personal lives and our professional lives: communication, trust, respect, strategy.  The list goes on.  How many of you extend the same principles that make you successful at work in your home life?  Real Simple Magazine guest author Patrick Lencioni employed a few of the strategies that contributed to his success in the office at home and here are the top ten strategies he recommends.  Identify core values Establish a top priority Keep values & top priority visible Do not make snap decisions Understand opportunity cost Assess which balls bounce and which ones break Do not confuse long term strategies with short-term tactics Review progress often Remember to take a break Welcome productive conflict All of these sound good to remember both in one's personal life and at work.  I like the application to life outside the office, and it is a reminder that strong relationships--business and personal-- make for successful people who are successful at work.  Read the full article here. Source: Real Simple Magazine "10 Business Strategies to Organize Your Family Life," by Patrick Lencioni, accessed May 27, 2010 Business relationships are built and based on many skills we all use daily in our personal lives and our professional lives: communication, trust, respect, strategy.  The list goes on.  How many of you extend the same principles that make you successful at work in your home life?  Real Simple Magazine guest author Patrick Lencioni employed a few of the strategies that contributed to his success in the office at home and here are the top ten strategies he recommends.  Identify core values Establish a top priority Keep values & top priority visible Do not make snap decisions Understand opportunity cost Assess which balls bounce and which ones break Do not confuse long term strategies with short-term tactics Review progress often Remember to take a break Welcome productive conflict All of these sound good to remember both in one's personal life and at work.  I like the application to life outside the office, and it is a reminder that strong relationships--business and personal-- make for successful people who are successful at work.  Read the full article here. Source: Real Simple Magazine "10 Business Strategies to Organize Your Family Life," by Patrick Lencioni, accessed May 27, 2010 Thu, 27 May 2010 20:09:45 GMT http://www.businessrelationships.com/_Homework-Business-Strategies/BLOG/2355872/113313.html MKuehn 2010-05-27T20:09:45Z Business Relationships Business relationships are built and based on many skills we all use daily in our personal lives and our professional lives: communication, trust, respect, strategy.  The list goes on.  How many of you extend the same principles that make you successful at work in your home life?  Real Simple Magazine guest author Patrick Lencioni employed a few of the strategies that contributed to his success in the office at home and here are the top ten strategies he recommends.  Identify core values Establish a top priority Keep values & top priority visible Do not make snap decisions Understand opportunity cost Assess which balls bounce and which ones break Do not confuse long term strategies with short-term tactics Review progress often Remember to take a break Welcome productive conflict All of these sound good to remember both in one's personal life and at work.  I like the application to life outside the office, and it is a reminder that strong relationships--business and personal-- make for successful people who are successful at work.  Read the full article here. Source: Real Simple Magazine "10 Business Strategies to Organize Your Family Life," by Patrick Lencioni, accessed May 27, 2010 nonadult false Homework: Business Strategies text blog 33 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 2 0 2355872 8114100 Gold 3974 http://www.businessrelationships.com/_Food-For-Thought/BLOG/2354291/113313.html H. Donald Ratliff, PhD, heads Georgia Tech's SCLI Integrated Food Chain Center in Atlanta.  In the April/May 2010 issue of Food Logistics magazine (www.foodlogistics.com), he discusses the increasing necessity of integrated food chains.  Not desirability, not advantage, not importance.  Necessity. His thesis is that there's got to be supply chain integration among the several entities within the food chain, that the enterprises involved "must cooperate" to achieve results.  So far, so good.  He goes on to outline three trends that will force a greater level of integration.  They are: 1) impending food safety legislation; 2) technology for monitoring and control; and, 3) the need for better analytics in an increasingly complex environment. Hey, Don's a cool guy (pun intended).  And brighter than a collector's set of mint condition state quarters.  But, I think there's an element of success that's missing in this analysis. No quarrel with the trends and their importance, but the idea that this integration has to be forced doesn't bode well for sustainable collaboration among food chain partners - or for cheerful and wholehearted cooperation.  Further, I'd submit that the real secret sauce in food chain integration is building the kinds of business relationships among key players that can take the core ingredients of regulation, technology, and analytics - and transform them into a dish that is not only good for you but that tastes really good, too. What do you think?  Have I been spending too much time watching the Food Network? H. Donald Ratliff, PhD, heads Georgia Tech's SCLI Integrated Food Chain Center in Atlanta.  In the April/May 2010 issue of Food Logistics magazine (www.foodlogistics.com), he discusses the increasing necessity of integrated food chains.  Not desirability, not advantage, not importance.  Necessity. His thesis is that there's got to be supply chain integration among the several entities within the food chain, that the enterprises involved "must cooperate" to achieve results.  So far, so good.  He goes on to outline three trends that will force a greater level of integration.  They are: 1) impending food safety legislation; 2) technology for monitoring and control; and, 3) the need for better analytics in an increasingly complex environment. Hey, Don's a cool guy (pun intended).  And brighter than a collector's set of mint condition state quarters.  But, I think there's an element of success that's missing in this analysis. No quarrel with the trends and their importance, but the idea that this integration has to be forced doesn't bode well for sustainable collaboration among food chain partners - or for cheerful and wholehearted cooperation.  Further, I'd submit that the real secret sauce in food chain integration is building the kinds of business relationships among key players that can take the core ingredients of regulation, technology, and analytics - and transform them into a dish that is not only good for you but that tastes really good, too. What do you think?  Have I been spending too much time watching the Food Network? Wed, 26 May 2010 18:51:51 GMT http://www.businessrelationships.com/_Food-For-Thought/BLOG/2354291/113313.html artvanbodegraven 2010-05-26T18:51:51Z Business Relationships H. Donald Ratliff, PhD, heads Georgia Tech's SCLI Integrated Food Chain Center in Atlanta.  In the April/May 2010 issue of Food Logistics magazine (www.foodlogistics.com), he discusses the increasing necessity of integrated food chains.  Not desirability, not advantage, not importance.  Necessity. His thesis is that there's got to be supply chain integration among the several entities within the food chain, that the enterprises involved "must cooperate" to achieve results.  So far, so good.  He goes on to outline three trends that will force a greater level of integration.  They are: 1) impending food safety legislation; 2) technology for monitoring and control; and, 3) the need for better analytics in an increasingly complex environment. Hey, Don's a cool guy (pun intended).  And brighter than a collector's set of mint condition state quarters.  But, I think there's an element of success that's missing in this analysis. No quarrel with the trends and their importance, but the idea that this integration has to be forced doesn't bode well for sustainable collaboration among food chain partners - or for cheerful and wholehearted cooperation.  Further, I'd submit that the real secret sauce in food chain integration is building the kinds of business relationships among key players that can take the core ingredients of regulation, technology, and analytics - and transform them into a dish that is not only good for you but that tastes really good, too. What do you think?  Have I been spending too much time watching the Food Network? georgia tech, integrated food chains, secret sauce nonadult false Food For Thought text blog georgia tech,integrated food chains,secret sauce 33 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 1 0 2354291 9239684 Gold 6302 http://www.businessrelationships.com/_Call-for-Strengths-Based-Teams-by-Fantastic-Mr-Fox/BLOG/2342113/113313.html Over the weekend I got around to watching a film I have been meaning to see: Fantastic Mr. Fox, a children’s book by Roald Dahl that was turned into a stop-animation movie by director Wes Anderson.      The concept that resonates with me is the significance and eventual success that results when a team is assembled and given responsibilities based on their individual strengths.     In the movie, a community of animals battle a team of three farmers from whom Mr. Fox has been stealing chickens and squab and other poultry.  The farmers capture a prized possession of Mr. Fox’s—his tail!  His tail is of the utmost importance to him and he enlists a fleet of his loyal animal compatriots to win it back and wage a war against the farmers.     The animals are sequestered underground and fumble for resources, inspiration and most importantly, strategy.  They are morally defeated until Mr. Fox reminds each of them that they are wild animals and bring unique strengths.     Each individual becomes an asset: Mrs. Fox is a talented landscape artist and paints detailed maps for battle; Badger, the demolitions expert, is in charge of weaponry; the rabbits are quick and used for operations where speed is vital; moles can see in the dark for sneaking past watchful guards.     In the end, (spoiler alert!) the team is successful in bringing home Mr. Fox’s tail.   All of this is a simple reminder: each individual has strengths and brings those to work every day.  These differences can, and should, be applied for the team’s success.   Are you using your strengths daily?  Does your team know what your strengths are and how to best use them? Over the weekend I got around to watching a film I have been meaning to see: Fantastic Mr. Fox, a children’s book by Roald Dahl that was turned into a stop-animation movie by director Wes Anderson.      The concept that resonates with me is the significance and eventual success that results when a team is assembled and given responsibilities based on their individual strengths.     In the movie, a community of animals battle a team of three farmers from whom Mr. Fox has been stealing chickens and squab and other poultry.  The farmers capture a prized possession of Mr. Fox’s—his tail!  His tail is of the utmost importance to him and he enlists a fleet of his loyal animal compatriots to win it back and wage a war against the farmers.     The animals are sequestered underground and fumble for resources, inspiration and most importantly, strategy.  They are morally defeated until Mr. Fox reminds each of them that they are wild animals and bring unique strengths.     Each individual becomes an asset: Mrs. Fox is a talented landscape artist and paints detailed maps for battle; Badger, the demolitions expert, is in charge of weaponry; the rabbits are quick and used for operations where speed is vital; moles can see in the dark for sneaking past watchful guards.     In the end, (spoiler alert!) the team is successful in bringing home Mr. Fox’s tail.   All of this is a simple reminder: each individual has strengths and brings those to work every day.  These differences can, and should, be applied for the team’s success.   Are you using your strengths daily?  Does your team know what your strengths are and how to best use them? Mon, 17 May 2010 18:30:37 GMT http://www.businessrelationships.com/_Call-for-Strengths-Based-Teams-by-Fantastic-Mr-Fox/BLOG/2342113/113313.html MKuehn 2010-05-17T18:30:37Z Business Relationships Over the weekend I got around to watching a film I have been meaning to see: Fantastic Mr. Fox, a children’s book by Roald Dahl that was turned into a stop-animation movie by director Wes Anderson.      The concept that resonates with me is the significance and eventual success that results when a team is assembled and given responsibilities based on their individual strengths.     In the movie, a community of animals battle a team of three farmers from whom Mr. Fox has been stealing chickens and squab and other poultry.  The farmers capture a prized possession of Mr. Fox’s—his tail!  His tail is of the utmost importance to him and he enlists a fleet of his loyal animal compatriots to win it back and wage a war against the farmers.     The animals are sequestered underground and fumble for resources, inspiration and most importantly, strategy.  They are morally defeated until Mr. Fox reminds each of them that they are wild animals and bring unique strengths.     Each individual becomes an asset: Mrs. Fox is a talented landscape artist and paints detailed maps for battle; Badger, the demolitions expert, is in charge of weaponry; the rabbits are quick and used for operations where speed is vital; moles can see in the dark for sneaking past watchful guards.     In the end, (spoiler alert!) the team is successful in bringing home Mr. Fox’s tail.   All of this is a simple reminder: each individual has strengths and brings those to work every day.  These differences can, and should, be applied for the team’s success.   Are you using your strengths daily?  Does your team know what your strengths are and how to best use them? strategy, strengths, teams nonadult false Call for Strengths-Based Teams, by Fantastic Mr. Fox text blog strategy,strengths,teams 37 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=8114100&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4630502_113313_8114100_ap_160X120.jpg false 2 0 2342113 8114100 Gold 3974 http://www.businessrelationships.com/_BFF-Not/BLOG/2341833/113313.html The tragic and catastrophic Gulf oil spill has, regrettably, some vital lessons for the world of business relationships in supply chain management.  At the risk of trespassing on Chuck Taylor's turf, let me 'splain. BP Plc, the well's majority owner, gets most of the ink.  They're on the hook for the entire cost of clean-up, plus $75 million in ither damages.  Seems a paltry sum to compensate for the destruction of entire industries, ecosystems, and people's lives and livelihoods.  Under pressure, pun intended, BP has quickly pointed the fickle finger of blame at Transocean Ltd, the well's driller and operator, blaming "their systems, their people." Transocean - no fools, they - quickly downloaded responsibility to its subcontractors, specifically naming Halliburton (the #2 oilfield services company) and its cement casing work.  They claimed that they had made no errors,  but the issue might be moot because BP had indemnified Transocean in their contract.  Halliburton counter-punched with an unequivocal statement that the cement work had been completed on time and had been tested, showing that the work had been "properly" done. Meanwhile, the well's blowout preventer, which did not cause the spill, but failed to prevent the lethal blast, was found to be leaky and less-than-100% reliable.  It's manufacturer, Cameron International Corporation has seen a 25% drop in its stock value.  But, according to some, Transocean was responsible for the BOP's maintenance. In a public move worthy of Pontius Pilate, Anadarko Petroleum, the well's 25% owner claims to have had nuthin' to do with nuthin' in that they merely approved a budget amount, relatively late in the process.  Btw, the Federal government's Minerals Management Services seems to have at least a finger in this dog's breakfast, as well. Are these the kinds of moves made by genuine partners in open, collaborative supply chains, integrated and synchronized to work together in delivering product, quality, and value to its ultimate customers?  Or, are these the behaviors of companies that don't know how to create and maintain sustainable business relationships for the greater good of both themselves and their customers?  It makes no diffference that the supply chain(s) involved are related to infrastructure build and maintenance, and not to the delivery of consumer goods. I'm betting that what we are witnessing, in the midst of a disaster, is a chilling illustration of short-term, "git 'er done" transactional relationships that take the money now, and the devil take the hindmost.  I'm also betting that the sinister dance will become more complex, with more intensity, and with more entities involved as more commas work their way into the total price tag. What do you think? The tragic and catastrophic Gulf oil spill has, regrettably, some vital lessons for the world of business relationships in supply chain management.  At the risk of trespassing on Chuck Taylor's turf, let me 'splain. BP Plc, the well's majority owner, gets most of the ink.  They're on the hook for the entire cost of clean-up, plus $75 million in ither damages.  Seems a paltry sum to compensate for the destruction of entire industries, ecosystems, and people's lives and livelihoods.  Under pressure, pun intended, BP has quickly pointed the fickle finger of blame at Transocean Ltd, the well's driller and operator, blaming "their systems, their people." Transocean - no fools, they - quickly downloaded responsibility to its subcontractors, specifically naming Halliburton (the #2 oilfield services company) and its cement casing work.  They claimed that they had made no errors,  but the issue might be moot because BP had indemnified Transocean in their contract.  Halliburton counter-punched with an unequivocal statement that the cement work had been completed on time and had been tested, showing that the work had been "properly" done. Meanwhile, the well's blowout preventer, which did not cause the spill, but failed to prevent the lethal blast, was found to be leaky and less-than-100% reliable.  It's manufacturer, Cameron International Corporation has seen a 25% drop in its stock value.  But, according to some, Transocean was responsible for the BOP's maintenance. In a public move worthy of Pontius Pilate, Anadarko Petroleum, the well's 25% owner claims to have had nuthin' to do with nuthin' in that they merely approved a budget amount, relatively late in the process.  Btw, the Federal government's Minerals Management Services seems to have at least a finger in this dog's breakfast, as well. Are these the kinds of moves made by genuine partners in open, collaborative supply chains, integrated and synchronized to work together in delivering product, quality, and value to its ultimate customers?  Or, are these the behaviors of companies that don't know how to create and maintain sustainable business relationships for the greater good of both themselves and their customers?  It makes no diffference that the supply chain(s) involved are related to infrastructure build and maintenance, and not to the delivery of consumer goods. I'm betting that what we are witnessing, in the midst of a disaster, is a chilling illustration of short-term, "git 'er done" transactional relationships that take the money now, and the devil take the hindmost.  I'm also betting that the sinister dance will become more complex, with more intensity, and with more entities involved as more commas work their way into the total price tag. What do you think? Mon, 17 May 2010 15:17:53 GMT http://www.businessrelationships.com/_BFF-Not/BLOG/2341833/113313.html artvanbodegraven 2010-05-17T15:17:53Z Business Relationships The tragic and catastrophic Gulf oil spill has, regrettably, some vital lessons for the world of business relationships in supply chain management.  At the risk of trespassing on Chuck Taylor's turf, let me 'splain. BP Plc, the well's majority owner, gets most of the ink.  They're on the hook for the entire cost of clean-up, plus $75 million in ither damages.  Seems a paltry sum to compensate for the destruction of entire industries, ecosystems, and people's lives and livelihoods.  Under pressure, pun intended, BP has quickly pointed the fickle finger of blame at Transocean Ltd, the well's driller and operator, blaming "their systems, their people." Transocean - no fools, they - quickly downloaded responsibility to its subcontractors, specifically naming Halliburton (the #2 oilfield services company) and its cement casing work.  They claimed that they had made no errors,  but the issue might be moot because BP had indemnified Transocean in their contract.  Halliburton counter-punched with an unequivocal statement that the cement work had been completed on time and had been tested, showing that the work had been "properly" done. Meanwhile, the well's blowout preventer, which did not cause the spill, but failed to prevent the lethal blast, was found to be leaky and less-than-100% reliable.  It's manufacturer, Cameron International Corporation has seen a 25% drop in its stock value.  But, according to some, Transocean was responsible for the BOP's maintenance. In a public move worthy of Pontius Pilate, Anadarko Petroleum, the well's 25% owner claims to have had nuthin' to do with nuthin' in that they merely approved a budget amount, relatively late in the process.  Btw, the Federal government's Minerals Management Services seems to have at least a finger in this dog's breakfast, as well. Are these the kinds of moves made by genuine partners in open, collaborative supply chains, integrated and synchronized to work together in delivering product, quality, and value to its ultimate customers?  Or, are these the behaviors of companies that don't know how to create and maintain sustainable business relationships for the greater good of both themselves and their customers?  It makes no diffference that the supply chain(s) involved are related to infrastructure build and maintenance, and not to the delivery of consumer goods. I'm betting that what we are witnessing, in the midst of a disaster, is a chilling illustration of short-term, "git 'er done" transactional relationships that take the money now, and the devil take the hindmost.  I'm also betting that the sinister dance will become more complex, with more intensity, and with more entities involved as more commas work their way into the total price tag. What do you think? blame game, bp, eco-disaster, oil spill nonadult false BFF - Not! text blog blame game,bp,eco-disaster,oil spill 41 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 2 0 2341833 9239684 Gold 6302 http://www.businessrelationships.com/_A-Supply-Chain-Headache/BLOG/2335366/113313.html McNeil, the respected Johnson & Johnson unit, has faced a product recall of stunning proportion over the past few weeks, with a wide range of liguid analgesics, notably Tylenol, involved.  This raises supply chain issues at a couple of levels. One is how to handle products in the hands of consumers.  These, it should be obvious, can't be physically returned in a reverse logistics application at any reasonable level of cost or effort.  Accordingly, refunds are being issued, with instructions to get rid of any unused product, whether unopened or partially used.  Another is getting earlier shipments out of retail customers' stores and warehouses, where larger quantities might require physical movement.  I'm confident that J&J's supply chain partners value the speed and candor with which the situation has been handled, and would have expected nothing less. There may be another level of interest, though, and I'm not quite sure how to approach it.  In supply chain education, we are fond of - in examining the linked components of integrated supply chains - distinguishing between the "old days" of a logistics perspective and a 21st-century view of supply chain management.  In the former, we were focused on what happened between the boxes in the diagram - physical movement and handling.  In the latter, we say we are vitally interested in what happens inside the boxes - how we plan and execute procurement or conversion (manufacturing), for example. But, are we really?  Do we  - can we - have visibility and oversight when the preceding link in the supply chain is J&J?  Should we?  If the source were not a provider of the same scope and scale, would we insist on having that visibility? Should we rely on the processes, controls, and track record of any manufacturer to detect and correct problems, and keep the entire supply chain out of trouble?  Or, do we not challenge behemoths, and hope for the best? What are the ramifications of these questions on the quality of our business relationships?  Are the risks real?  Are they offset by longer-term benefits? What do you think? McNeil, the respected Johnson & Johnson unit, has faced a product recall of stunning proportion over the past few weeks, with a wide range of liguid analgesics, notably Tylenol, involved.  This raises supply chain issues at a couple of levels. One is how to handle products in the hands of consumers.  These, it should be obvious, can't be physically returned in a reverse logistics application at any reasonable level of cost or effort.  Accordingly, refunds are being issued, with instructions to get rid of any unused product, whether unopened or partially used.  Another is getting earlier shipments out of retail customers' stores and warehouses, where larger quantities might require physical movement.  I'm confident that J&J's supply chain partners value the speed and candor with which the situation has been handled, and would have expected nothing less. There may be another level of interest, though, and I'm not quite sure how to approach it.  In supply chain education, we are fond of - in examining the linked components of integrated supply chains - distinguishing between the "old days" of a logistics perspective and a 21st-century view of supply chain management.  In the former, we were focused on what happened between the boxes in the diagram - physical movement and handling.  In the latter, we say we are vitally interested in what happens inside the boxes - how we plan and execute procurement or conversion (manufacturing), for example. But, are we really?  Do we  - can we - have visibility and oversight when the preceding link in the supply chain is J&J?  Should we?  If the source were not a provider of the same scope and scale, would we insist on having that visibility? Should we rely on the processes, controls, and track record of any manufacturer to detect and correct problems, and keep the entire supply chain out of trouble?  Or, do we not challenge behemoths, and hope for the best? What are the ramifications of these questions on the quality of our business relationships?  Are the risks real?  Are they offset by longer-term benefits? What do you think? Wed, 12 May 2010 14:34:04 GMT http://www.businessrelationships.com/_A-Supply-Chain-Headache/BLOG/2335366/113313.html artvanbodegraven 2010-05-12T14:34:04Z Business Relationships McNeil, the respected Johnson & Johnson unit, has faced a product recall of stunning proportion over the past few weeks, with a wide range of liguid analgesics, notably Tylenol, involved.  This raises supply chain issues at a couple of levels. One is how to handle products in the hands of consumers.  These, it should be obvious, can't be physically returned in a reverse logistics application at any reasonable level of cost or effort.  Accordingly, refunds are being issued, with instructions to get rid of any unused product, whether unopened or partially used.  Another is getting earlier shipments out of retail customers' stores and warehouses, where larger quantities might require physical movement.  I'm confident that J&J's supply chain partners value the speed and candor with which the situation has been handled, and would have expected nothing less. There may be another level of interest, though, and I'm not quite sure how to approach it.  In supply chain education, we are fond of - in examining the linked components of integrated supply chains - distinguishing between the "old days" of a logistics perspective and a 21st-century view of supply chain management.  In the former, we were focused on what happened between the boxes in the diagram - physical movement and handling.  In the latter, we say we are vitally interested in what happens inside the boxes - how we plan and execute procurement or conversion (manufacturing), for example. But, are we really?  Do we  - can we - have visibility and oversight when the preceding link in the supply chain is J&J?  Should we?  If the source were not a provider of the same scope and scale, would we insist on having that visibility? Should we rely on the processes, controls, and track record of any manufacturer to detect and correct problems, and keep the entire supply chain out of trouble?  Or, do we not challenge behemoths, and hope for the best? What are the ramifications of these questions on the quality of our business relationships?  Are the risks real?  Are they offset by longer-term benefits? What do you think? j&j, mcneil, oversight, recalls, tylenol, visibility nonadult false A Supply Chain Headache text blog j&j,mcneil,oversight,recalls,tylenol,visibility 38 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2335366 9239684 Gold 6302 http://www.businessrelationships.com/_Smart-Enough-Good-Enough/BLOG/2326327/113313.html I'm grappling with a concept again, which is no surprise - nothing comes easy to someone with my limited candlepower.  Malcolm Gladwell devotes considerable space in Outliers to the premise that exceptional intelligence might be of little incremental value in the real world, that being "smart enough" is good enough to provide a foundation for success. I've been trying to apply the principle to the world of supply chain management and how the players in a given supply chain relate to one another.  Apologies if I'm twisting the author's meaning and intent a bit.  I do agree that a level of intelligence that makes people - and organizations - capable of operating only in some bizarre parallel universe doesn't help make things go well in everyday life. But, if I were constructing a supply chain designed for success, I'm inclined to think that I'd pick participants who were somewhat better than smart enough.  It's like choosing up sides for a schoolyard game - you want players who are better than good enough, but you might avoid the superstar divas (unless you, yourself, are the diva). Then, I'd be looking for supply chain partners who were also creative and innovative.  Not simply creative enough, but better than creative enough, without being completely undisciplined and wildly impractical, or even irrelevant. The importance of - and difference between honest enough and better than honest enough is a discussion for another day, but you get the idea. Am I wrong?  Aren't we all striving to create solutions, organizations, and business relationships that are noticably better than good enough, without losing traction in a fruitless quest for the diminishing returns of absolute perfection? Note: Achieving perfect order performance is not a fruitlesss quest; it is a byproduct of being noticably better than good enough. I'm grappling with a concept again, which is no surprise - nothing comes easy to someone with my limited candlepower.  Malcolm Gladwell devotes considerable space in Outliers to the premise that exceptional intelligence might be of little incremental value in the real world, that being "smart enough" is good enough to provide a foundation for success. I've been trying to apply the principle to the world of supply chain management and how the players in a given supply chain relate to one another.  Apologies if I'm twisting the author's meaning and intent a bit.  I do agree that a level of intelligence that makes people - and organizations - capable of operating only in some bizarre parallel universe doesn't help make things go well in everyday life. But, if I were constructing a supply chain designed for success, I'm inclined to think that I'd pick participants who were somewhat better than smart enough.  It's like choosing up sides for a schoolyard game - you want players who are better than good enough, but you might avoid the superstar divas (unless you, yourself, are the diva). Then, I'd be looking for supply chain partners who were also creative and innovative.  Not simply creative enough, but better than creative enough, without being completely undisciplined and wildly impractical, or even irrelevant. The importance of - and difference between honest enough and better than honest enough is a discussion for another day, but you get the idea. Am I wrong?  Aren't we all striving to create solutions, organizations, and business relationships that are noticably better than good enough, without losing traction in a fruitless quest for the diminishing returns of absolute perfection? Note: Achieving perfect order performance is not a fruitlesss quest; it is a byproduct of being noticably better than good enough. Wed, 05 May 2010 16:22:16 GMT http://www.businessrelationships.com/_Smart-Enough-Good-Enough/BLOG/2326327/113313.html artvanbodegraven 2010-05-05T16:22:16Z Business Relationships I'm grappling with a concept again, which is no surprise - nothing comes easy to someone with my limited candlepower.  Malcolm Gladwell devotes considerable space in Outliers to the premise that exceptional intelligence might be of little incremental value in the real world, that being "smart enough" is good enough to provide a foundation for success. I've been trying to apply the principle to the world of supply chain management and how the players in a given supply chain relate to one another.  Apologies if I'm twisting the author's meaning and intent a bit.  I do agree that a level of intelligence that makes people - and organizations - capable of operating only in some bizarre parallel universe doesn't help make things go well in everyday life. But, if I were constructing a supply chain designed for success, I'm inclined to think that I'd pick participants who were somewhat better than smart enough.  It's like choosing up sides for a schoolyard game - you want players who are better than good enough, but you might avoid the superstar divas (unless you, yourself, are the diva). Then, I'd be looking for supply chain partners who were also creative and innovative.  Not simply creative enough, but better than creative enough, without being completely undisciplined and wildly impractical, or even irrelevant. The importance of - and difference between honest enough and better than honest enough is a discussion for another day, but you get the idea. Am I wrong?  Aren't we all striving to create solutions, organizations, and business relationships that are noticably better than good enough, without losing traction in a fruitless quest for the diminishing returns of absolute perfection? Note: Achieving perfect order performance is not a fruitlesss quest; it is a byproduct of being noticably better than good enough. malcolm gladwell, outliers, perfection, smart enough nonadult false Smart Enough = Good Enough? text blog malcolm gladwell,outliers,perfection,smart enough 49 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 1 0 2326327 9239684 Gold 6302 http://www.businessrelationships.com/_Fly-Me-To-The-Moon-Unit-Dweezil/BLOG/2315487/113313.html The late philosopher, music theorist, and remarkably chemical-free visionary, Frank Zappa, once observed: "You can't be a real country unless you have a beer and an airline - it helps if you have some kind of a football team, or some nuclear weapons, but at the very least you need a beer." In the same spirit, I wonder if you can have a real supply chain without an infrastructure.  My thesis is that you cannot.  Having visited places without much of a physical infrastructure - roads, railways, communications, etc. - over the past several years, and as recently as last week, I remain skeptical of vague claims of being part of the supply chain management universe.  In Jimmy Durante's memorable complaint, "Everybody wants to get into da act!" Never mind that the ultimate infrastructure concept of multi-directional supply chain rlationships remains mysterious to all too many pretenders in the no-barriers-to-entry world of self-proclaimed supply chain management. But a lot of high-sounding phrases, citations of standard concepts, all augmented with seminars, workshops, and conferences populated with learned local academics and imported guest experts aren't the same as day-to-day supply chain execution at ground level.  Too often, they reflect wishful thinking and self-congratulatory make-believe - Potemkin villages constructed for the sole purpose of getting into da act. The late philosopher, music theorist, and remarkably chemical-free visionary, Frank Zappa, once observed: "You can't be a real country unless you have a beer and an airline - it helps if you have some kind of a football team, or some nuclear weapons, but at the very least you need a beer." In the same spirit, I wonder if you can have a real supply chain without an infrastructure.  My thesis is that you cannot.  Having visited places without much of a physical infrastructure - roads, railways, communications, etc. - over the past several years, and as recently as last week, I remain skeptical of vague claims of being part of the supply chain management universe.  In Jimmy Durante's memorable complaint, "Everybody wants to get into da act!" Never mind that the ultimate infrastructure concept of multi-directional supply chain rlationships remains mysterious to all too many pretenders in the no-barriers-to-entry world of self-proclaimed supply chain management. But a lot of high-sounding phrases, citations of standard concepts, all augmented with seminars, workshops, and conferences populated with learned local academics and imported guest experts aren't the same as day-to-day supply chain execution at ground level.  Too often, they reflect wishful thinking and self-congratulatory make-believe - Potemkin villages constructed for the sole purpose of getting into da act. Mon, 26 Apr 2010 19:45:46 GMT http://www.businessrelationships.com/_Fly-Me-To-The-Moon-Unit-Dweezil/BLOG/2315487/113313.html artvanbodegraven 2010-04-26T19:45:46Z Business Relationships The late philosopher, music theorist, and remarkably chemical-free visionary, Frank Zappa, once observed: "You can't be a real country unless you have a beer and an airline - it helps if you have some kind of a football team, or some nuclear weapons, but at the very least you need a beer." In the same spirit, I wonder if you can have a real supply chain without an infrastructure.  My thesis is that you cannot.  Having visited places without much of a physical infrastructure - roads, railways, communications, etc. - over the past several years, and as recently as last week, I remain skeptical of vague claims of being part of the supply chain management universe.  In Jimmy Durante's memorable complaint, "Everybody wants to get into da act!" Never mind that the ultimate infrastructure concept of multi-directional supply chain rlationships remains mysterious to all too many pretenders in the no-barriers-to-entry world of self-proclaimed supply chain management. But a lot of high-sounding phrases, citations of standard concepts, all augmented with seminars, workshops, and conferences populated with learned local academics and imported guest experts aren't the same as day-to-day supply chain execution at ground level.  Too often, they reflect wishful thinking and self-congratulatory make-believe - Potemkin villages constructed for the sole purpose of getting into da act. frank zappa, infrastructure, jimmy durante, potemkin nonadult false Fly Me To The Moon Unit, Dweezil! text blog frank zappa,infrastructure,jimmy durante,potemkin 52 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 0 0 2315487 9239684 Gold 6302 http://www.businessrelationships.com/_Shareholders-Stakeholders-And-Supply-Chains/BLOG/2315436/113313.html The April 14 issue of The Economist (www.economist.com) asks whether the twenty-five year (or more) run of the shareholder value model has ultimately failed.  (NB: See Michael Jensen and William Meckling's 1976 "aha!" work, Theory of the Firm.)  This very fine self-styled newspaper goes so far as to quote a ferociously persuasive practitioner of the model, "Neutron Jack" Welch, who, in a possible about-face, recently called shareholder value "the dumbest idea in the world." Yet another guru, an academic writing in the Harvard Business Review, has called shareholder value a "tragically flawed premise."  As an ardent adherent of the "human face" school of capitalism, I can only applaud signs of a return to a stakeholder value model, in which the interests of employees, suppliers, customers - and, yes, shareholders - are looked after in a balanced way, and with a long-term (i.e., longer than one fiscal quarter) perspective. Here is the crux of the contest between shareholder and stakeholder value models, in my view.  Can tightly integrated supply chain partners successfully maintain effective business relationships if they are not on the same4 page of the value-model hymn book?  Further, does insular commitment to a shareholder value model preclude wholehearted participation in a supply chain driven by visions of collaboration, mutual benefit, and sustainable end-to-end performance for ultimate customers? You may intuit my bias easily enough, but what's your take on the ebb and flow of competing value models? The April 14 issue of The Economist (www.economist.com) asks whether the twenty-five year (or more) run of the shareholder value model has ultimately failed.  (NB: See Michael Jensen and William Meckling's 1976 "aha!" work, Theory of the Firm.)  This very fine self-styled newspaper goes so far as to quote a ferociously persuasive practitioner of the model, "Neutron Jack" Welch, who, in a possible about-face, recently called shareholder value "the dumbest idea in the world." Yet another guru, an academic writing in the Harvard Business Review, has called shareholder value a "tragically flawed premise."  As an ardent adherent of the "human face" school of capitalism, I can only applaud signs of a return to a stakeholder value model, in which the interests of employees, suppliers, customers - and, yes, shareholders - are looked after in a balanced way, and with a long-term (i.e., longer than one fiscal quarter) perspective. Here is the crux of the contest between shareholder and stakeholder value models, in my view.  Can tightly integrated supply chain partners successfully maintain effective business relationships if they are not on the same4 page of the value-model hymn book?  Further, does insular commitment to a shareholder value model preclude wholehearted participation in a supply chain driven by visions of collaboration, mutual benefit, and sustainable end-to-end performance for ultimate customers? You may intuit my bias easily enough, but what's your take on the ebb and flow of competing value models? Mon, 26 Apr 2010 19:12:16 GMT http://www.businessrelationships.com/_Shareholders-Stakeholders-And-Supply-Chains/BLOG/2315436/113313.html artvanbodegraven 2010-04-26T19:12:16Z Business Relationships The April 14 issue of The Economist (www.economist.com) asks whether the twenty-five year (or more) run of the shareholder value model has ultimately failed.  (NB: See Michael Jensen and William Meckling's 1976 "aha!" work, Theory of the Firm.)  This very fine self-styled newspaper goes so far as to quote a ferociously persuasive practitioner of the model, "Neutron Jack" Welch, who, in a possible about-face, recently called shareholder value "the dumbest idea in the world." Yet another guru, an academic writing in the Harvard Business Review, has called shareholder value a "tragically flawed premise."  As an ardent adherent of the "human face" school of capitalism, I can only applaud signs of a return to a stakeholder value model, in which the interests of employees, suppliers, customers - and, yes, shareholders - are looked after in a balanced way, and with a long-term (i.e., longer than one fiscal quarter) perspective. Here is the crux of the contest between shareholder and stakeholder value models, in my view.  Can tightly integrated supply chain partners successfully maintain effective business relationships if they are not on the same4 page of the value-model hymn book?  Further, does insular commitment to a shareholder value model preclude wholehearted participation in a supply chain driven by visions of collaboration, mutual benefit, and sustainable end-to-end performance for ultimate customers? You may intuit my bias easily enough, but what's your take on the ebb and flow of competing value models? neutron jack welch, shareholder value, stakeholder value, supply chains, the human face of capitalism nonadult false Shareholders, Stakeholders, And Supply Chains text blog neutron jack welch,shareholder value,stakeholder value,supply chains,the human face of capitalism 60 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=9239684&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_4783882_113313_9239684_ap_160X120.jpg false 2 0 2315436 9239684 Gold 6302 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22478708&as=113313 Thu, 22 Apr 2010 21:59:16 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22478708&as=113313 Pikachuman 2010-04-22T21:59:16Z Business Relationships nonadult false Pikachuman user 29 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22478708&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271973556545 false 1 22478708 22478708 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22463048&as=113313 Thu, 22 Apr 2010 04:43:53 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22463048&as=113313 ajohns43 2010-04-22T04:43:53Z Business Relationships nonadult false ajohns43 user 26 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22463048&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271911433907 false 1 22463048 22463048 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462891&as=113313 Thu, 22 Apr 2010 04:21:57 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462891&as=113313 nkounto2 2010-04-22T04:21:57Z Business Relationships nonadult false nkounto2 user 28 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462891&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271910117659 false 1 22462891 22462891 Member 305 http://www.businessrelationships.com/_Join-Forces/BLOG/2309319/113313.html I agree it was a good move to join forces with each other to market their product. With increased sales they can raise money to support outside research that will help support their claims of heath benefits. I agree it was a good move to join forces with each other to market their product. With increased sales they can raise money to support outside research that will help support their claims of heath benefits. Thu, 22 Apr 2010 04:16:59 GMT http://www.businessrelationships.com/_Join-Forces/BLOG/2309319/113313.html RiCh912 2010-04-22T04:16:59Z Business Relationships I agree it was a good move to join forces with each other to market their product. With increased sales they can raise money to support outside research that will help support their claims of heath benefits. nonadult false Join Forces text blog 34 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462739&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271909062122 false 0 0 2309319 22462739 Member 325 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462739&as=113313 Thu, 22 Apr 2010 04:04:22 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462739&as=113313 RiCh912 2010-04-22T04:04:22Z Business Relationships nonadult false RiCh912 user 24 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462739&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271909062122 false 0 22462739 22462739 Member 325 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462568&as=113313 Thu, 22 Apr 2010 03:47:24 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462568&as=113313 LISH786 2010-04-22T03:47:24Z Business Relationships nonadult false LISH786 user 18 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462568&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_8752504_113313_22462568_ap_160X120.jpg false 1 22462568 22462568 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462546&as=113313 Thu, 22 Apr 2010 03:45:41 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462546&as=113313 Carl 2010-04-22T03:45:41Z Business Relationships nonadult false Carl user 12 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462546&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271907941388 false 1 22462546 22462546 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462393&as=113313 Thu, 22 Apr 2010 03:29:01 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462393&as=113313 Carlson 2010-04-22T03:29:01Z Business Relationships nonadult false Carlson user 14 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462393&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271906941668 false 0 22462393 22462393 Member 250 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462090&as=113313 Thu, 22 Apr 2010 03:03:48 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462090&as=113313 riley 2010-04-22T03:03:48Z Business Relationships nonadult false riley user 13 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22462090&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271905428756 false 1 22462090 22462090 Member 355 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461841&as=113313 Thu, 22 Apr 2010 02:41:43 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461841&as=113313 typhoon 2010-04-22T02:41:43Z Business Relationships nonadult false typhoon user 11 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461841&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271904103924 false 1 22461841 22461841 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461745&as=113313 Thu, 22 Apr 2010 02:33:04 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461745&as=113313 rawr 2010-04-22T02:33:04Z Business Relationships nonadult false rawr user 12 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461745&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271903584705 false 1 22461745 22461745 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461472&as=113313 Thu, 22 Apr 2010 02:08:26 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461472&as=113313 leigh2 2010-04-22T02:08:26Z Business Relationships nonadult false leigh2 user 14 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461472&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271902106282 false 1 22461472 22461472 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461414&as=113313 Thu, 22 Apr 2010 02:00:31 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461414&as=113313 west6 2010-04-22T02:00:31Z Business Relationships nonadult false west6 user 13 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22461414&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271901631839 false 1 22461414 22461414 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22460256&as=113313 Thu, 22 Apr 2010 00:59:17 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22460256&as=113313 pjk56 2010-04-22T00:59:17Z Business Relationships nonadult false pjk56 user 12 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22460256&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271897957158 false 1 22460256 22460256 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22460012&as=113313 Thu, 22 Apr 2010 00:48:25 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22460012&as=113313 pjk 2010-04-22T00:48:25Z Business Relationships nonadult false pjk user 15 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22460012&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271897305564 false 0 22460012 22460012 Member 250 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22459703&as=113313 Thu, 22 Apr 2010 00:28:35 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22459703&as=113313 meganm 2010-04-22T00:28:35Z Business Relationships nonadult false meganm user 12 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22459703&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271896115144 false 1 22459703 22459703 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458950&as=113313 Wed, 21 Apr 2010 23:39:55 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458950&as=113313 SarahVogt 2010-04-21T23:39:55Z Business Relationships nonadult false SarahVogt user 10 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458950&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271893195640 false 1 22458950 22458950 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458897&as=113313 Wed, 21 Apr 2010 23:36:23 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458897&as=113313 cmdavis2 2010-04-21T23:36:23Z Business Relationships nonadult false cmdavis2 user 10 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458897&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271892983003 false 1 22458897 22458897 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458278&as=113313 Wed, 21 Apr 2010 22:53:00 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458278&as=113313 earseneau 2010-04-21T22:53:00Z Business Relationships nonadult false earseneau user 13 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22458278&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271890380162 false 0 22458278 22458278 Member 250 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22453786&as=113313 Wed, 21 Apr 2010 18:30:12 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22453786&as=113313 foodie100 2010-04-21T18:30:12Z Business Relationships nonadult false foodie100 user 15 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22453786&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271874612809 false 0 22453786 22453786 Member 250 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22453678&as=113313 Wed, 21 Apr 2010 18:24:17 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22453678&as=113313 gallopingghost 2010-04-21T18:24:17Z Business Relationships nonadult false gallopingghost user 11 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22453678&as=113313 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http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22427240&as=113313 kdonner 2010-04-20T17:07:56Z Business Relationships nonadult false kdonner user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22427240&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271783276967 false 0 22427240 22427240 Member 250 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22396183&as=113313 Mon, 19 Apr 2010 04:04:45 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22396183&as=113313 surajkaku11 2010-04-19T04:04:45Z Business Relationships nonadult false surajkaku11 user 4 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22396183&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271649885881 false 1 22396183 22396183 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22394410&as=113313 Mon, 19 Apr 2010 01:24:33 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22394410&as=113313 cmyoung2 2010-04-19T01:24:33Z Business Relationships nonadult false cmyoung2 user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22394410&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271640273590 false 1 22394410 22394410 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22391478&as=113313 Sun, 18 Apr 2010 21:42:25 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22391478&as=113313 cfaklis2 2010-04-18T21:42:25Z Business Relationships nonadult false cfaklis2 user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22391478&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271626945822 false 1 22391478 22391478 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22389700&as=113313 Sun, 18 Apr 2010 19:50:01 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22389700&as=113313 jzhang25 2010-04-18T19:50:01Z Business Relationships nonadult false jzhang25 user 7 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22389700&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271620201522 false 1 22389700 22389700 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22379705&as=113313 Sun, 18 Apr 2010 05:36:51 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22379705&as=113313 masochistemocrhistian 2010-04-18T05:36:51Z Business Relationships nonadult false masochistemocrhistian user 3 1 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22379705&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271569011240 false 1 22379705 22379705 Member 320 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22379658&as=113313 Sun, 18 Apr 2010 05:31:22 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22379658&as=113313 greenman 2010-04-18T05:31:22Z Business Relationships nonadult false greenman user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22379658&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271568682516 false 1 22379658 22379658 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22349363&as=113313 Sat, 17 Apr 2010 05:43:04 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22349363&as=113313 Jessica 2010-04-17T05:43:04Z Business Relationships nonadult false Jessica user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22349363&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271482984425 false 1 22349363 22349363 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22301518&as=113313 Fri, 16 Apr 2010 23:38:18 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22301518&as=113313 ccarval2 2010-04-16T23:38:18Z Business Relationships nonadult false ccarval2 user 3 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22301518&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271461098482 false 1 22301518 22301518 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22209041&as=113313 Fri, 16 Apr 2010 11:15:17 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22209041&as=113313 MikeZ 2010-04-16T11:15:17Z Business Relationships nonadult false MikeZ user 7 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22209041&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271416517454 false 1 22209041 22209041 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22203878&as=113313 Fri, 16 Apr 2010 03:18:34 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22203878&as=113313 lorraine 2010-04-16T03:18:34Z Business Relationships nonadult false lorraine user 4 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22203878&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271387914309 false 0 22203878 22203878 Member 275 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22203409&as=113313 Fri, 16 Apr 2010 02:55:43 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22203409&as=113313 evelynsfriend 2010-04-16T02:55:43Z Business Relationships nonadult false evelynsfriend user 12 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22203409&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271386543663 false 1 22203409 22203409 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202654&as=113313 Fri, 16 Apr 2010 02:23:04 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202654&as=113313 Genevieve 2010-04-16T02:23:04Z Business Relationships nonadult false Genevieve user 2 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202654&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271384584948 false 1 22202654 22202654 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202175&as=113313 Fri, 16 Apr 2010 01:47:15 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202175&as=113313 jfreund 2010-04-16T01:47:15Z Business Relationships nonadult false jfreund user 0 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202175&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271382435593 false 1 22202175 22202175 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202099&as=113313 Fri, 16 Apr 2010 01:43:03 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202099&as=113313 mkazmi4 2010-04-16T01:43:03Z Business Relationships nonadult false mkazmi4 user 2 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202099&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271382183664 false 1 22202099 22202099 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202047&as=113313 Fri, 16 Apr 2010 01:39:17 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202047&as=113313 cindy1025 2010-04-16T01:39:17Z Business Relationships nonadult false cindy1025 user 2 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22202047&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271381957471 false 1 22202047 22202047 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22201691&as=113313 Fri, 16 Apr 2010 01:15:13 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22201691&as=113313 dishapatel618 2010-04-16T01:15:13Z Business Relationships nonadult false dishapatel618 user 1 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22201691&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271380513632 false 1 22201691 22201691 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22197829&as=113313 Thu, 15 Apr 2010 22:12:15 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22197829&as=113313 skdonner 2010-04-15T22:12:15Z Business Relationships nonadult false skdonner user 0 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22197829&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271369535025 false 1 22197829 22197829 Member 305 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22195120&as=113313 Thu, 15 Apr 2010 20:17:07 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22195120&as=113313 lynnazak 2010-04-15T20:17:07Z Business Relationships nonadult false lynnazak user 4 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22195120&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271362627287 false 1 22195120 22195120 Member 305 http://www.businessrelationships.com/_McDonalds-and-Starbucks-Utilize-Social-Networking-Sites/BLOG/2300731/113313.html Social networks are not just a tool for people to reconnect anymore. With the growing number of people becoming involved with these networks, restaurants feel it is important to start utilizing them for advertising. McDonald’s Vice President of communication, Bill Whitman, believes that using these networks will help improve their marketing campaign while also improving long term branding.  In fact, McDonald’s is serious enough about the virtual world of advertising that they have hired Rick Wion, who is the Director of Social Media. His main duties are to implement digital-communications. Starbucks has taken it to yet another level. Twitter recently released its new marketing tactics to companies. It is now selling spots for a company’s Twitter posts to come up first for a price. Starbucks has bought into this campaign and has now bought spots so if another person is searching for coffee or even mentions going to Starbucks in their “tweet” then Starbucks tweets will pull up at the top of their page. This will increase web traffic to their site and increase their brand. It seems that with the increase in people utilizing these social networks it becomes a growing opportunity for businesses to use these as an opportunity to reach a larger magnitude of people.   http://www.nrn.com/breakingNews.aspx?id=382102 Social networks are not just a tool for people to reconnect anymore. With the growing number of people becoming involved with these networks, restaurants feel it is important to start utilizing them for advertising. McDonald’s Vice President of communication, Bill Whitman, believes that using these networks will help improve their marketing campaign while also improving long term branding.  In fact, McDonald’s is serious enough about the virtual world of advertising that they have hired Rick Wion, who is the Director of Social Media. His main duties are to implement digital-communications. Starbucks has taken it to yet another level. Twitter recently released its new marketing tactics to companies. It is now selling spots for a company’s Twitter posts to come up first for a price. Starbucks has bought into this campaign and has now bought spots so if another person is searching for coffee or even mentions going to Starbucks in their “tweet” then Starbucks tweets will pull up at the top of their page. This will increase web traffic to their site and increase their brand. It seems that with the increase in people utilizing these social networks it becomes a growing opportunity for businesses to use these as an opportunity to reach a larger magnitude of people.   http://www.nrn.com/breakingNews.aspx?id=382102 Thu, 15 Apr 2010 18:32:22 GMT http://www.businessrelationships.com/_McDonalds-and-Starbucks-Utilize-Social-Networking-Sites/BLOG/2300731/113313.html jbabbs2 2010-04-15T18:32:22Z Business Relationships Social networks are not just a tool for people to reconnect anymore. With the growing number of people becoming involved with these networks, restaurants feel it is important to start utilizing them for advertising. McDonald’s Vice President of communication, Bill Whitman, believes that using these networks will help improve their marketing campaign while also improving long term branding.  In fact, McDonald’s is serious enough about the virtual world of advertising that they have hired Rick Wion, who is the Director of Social Media. His main duties are to implement digital-communications. Starbucks has taken it to yet another level. Twitter recently released its new marketing tactics to companies. It is now selling spots for a company’s Twitter posts to come up first for a price. Starbucks has bought into this campaign and has now bought spots so if another person is searching for coffee or even mentions going to Starbucks in their “tweet” then Starbucks tweets will pull up at the top of their page. This will increase web traffic to their site and increase their brand. It seems that with the increase in people utilizing these social networks it becomes a growing opportunity for businesses to use these as an opportunity to reach a larger magnitude of people.   http://www.nrn.com/breakingNews.aspx?id=382102 nonadult false McDonalds and Starbucks Utilize Social Networking Sites text blog 47 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22191162&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271354478796 false 0 0 2300731 22191162 Member 325 http://www.businessrelationships.com/_Whole-Foods-Opens-Networked-Charging-Station-Infrastructure-for-Electric-Vehicles/BLOG/2300712/113313.html http://www.progressivegrocer.com/progressivegrocer/content_display/supermarket-industry-news/e3iaf69ea6718351232037c196fa79f8964 Whole Foods’ decision to include charging stations for electric vehicles has once again brought food and fuel together.  They are trying to attract environmentally conscious consumers to their store by offering a more ecologically friendly version of the filling station, much like what superstores like Wal-Mart have done with gas stations.  Being the first to offer such integration, Whole Foods could see jumps in sales as more electric automobiles are released into the market and owners are attracted by the convenience of charging up while shopping.  This could not only drive sales of Whole Foods products, but also the sales of electric vehicles, given Whole Foods vast network of stores.  This could then introduce the possibility of more potential partnerships and revenue streams with both automobile manufacturers and ChargePoint, the company whose charging network Whole Foods would be tapping into.   http://www.progressivegrocer.com/progressivegrocer/content_display/supermarket-industry-news/e3iaf69ea6718351232037c196fa79f8964 Whole Foods’ decision to include charging stations for electric vehicles has once again brought food and fuel together.  They are trying to attract environmentally conscious consumers to their store by offering a more ecologically friendly version of the filling station, much like what superstores like Wal-Mart have done with gas stations.  Being the first to offer such integration, Whole Foods could see jumps in sales as more electric automobiles are released into the market and owners are attracted by the convenience of charging up while shopping.  This could not only drive sales of Whole Foods products, but also the sales of electric vehicles, given Whole Foods vast network of stores.  This could then introduce the possibility of more potential partnerships and revenue streams with both automobile manufacturers and ChargePoint, the company whose charging network Whole Foods would be tapping into.   Thu, 15 Apr 2010 18:18:25 GMT http://www.businessrelationships.com/_Whole-Foods-Opens-Networked-Charging-Station-Infrastructure-for-Electric-Vehicles/BLOG/2300712/113313.html lwakefield 2010-04-15T18:18:25Z Business Relationships http://www.progressivegrocer.com/progressivegrocer/content_display/supermarket-industry-news/e3iaf69ea6718351232037c196fa79f8964 Whole Foods’ decision to include charging stations for electric vehicles has once again brought food and fuel together.  They are trying to attract environmentally conscious consumers to their store by offering a more ecologically friendly version of the filling station, much like what superstores like Wal-Mart have done with gas stations.  Being the first to offer such integration, Whole Foods could see jumps in sales as more electric automobiles are released into the market and owners are attracted by the convenience of charging up while shopping.  This could not only drive sales of Whole Foods products, but also the sales of electric vehicles, given Whole Foods vast network of stores.  This could then introduce the possibility of more potential partnerships and revenue streams with both automobile manufacturers and ChargePoint, the company whose charging network Whole Foods would be tapping into.   nonadult false Whole Foods Opens Networked Charging Station Infrastructure for Electric Vehicles text blog 50 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190984&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271354178794 false 2 0 2300712 22190984 Member 475 http://www.businessrelationships.com/_An-e-market-for-the-food-industry/BLOG/2300696/113313.html http://www.foodmarketexchange.com/profile/prs/cp_prs_0104.htm   A Thai based company Biz Dimension started an online business to business site called FoodMarketExchange.com in September of 2009. The company had been looking for a way to cut out the middlemen in Thai food supply. Creating a way to do large food transactions online has already changed some Thai food suppliers to come out of their old business ways. A total of $5.7 million in transactions for seafood alone has already been documented since the site opened up only months ago. The creation of online business helps not only the large food companies, but the small, local Thai farmers who were unable to get into the market previously. Large food buyers such as Red Lobster and Chicken of the Sea have already been attracted to the online business with Thailand, although most food giants are not ready to do all of their buying this way.      http://www.foodmarketexchange.com/profile/prs/cp_prs_0104.htm   A Thai based company Biz Dimension started an online business to business site called FoodMarketExchange.com in September of 2009. The company had been looking for a way to cut out the middlemen in Thai food supply. Creating a way to do large food transactions online has already changed some Thai food suppliers to come out of their old business ways. A total of $5.7 million in transactions for seafood alone has already been documented since the site opened up only months ago. The creation of online business helps not only the large food companies, but the small, local Thai farmers who were unable to get into the market previously. Large food buyers such as Red Lobster and Chicken of the Sea have already been attracted to the online business with Thailand, although most food giants are not ready to do all of their buying this way.      Thu, 15 Apr 2010 18:02:01 GMT http://www.businessrelationships.com/_An-e-market-for-the-food-industry/BLOG/2300696/113313.html acampbe3 2010-04-15T18:02:01Z Business Relationships http://www.foodmarketexchange.com/profile/prs/cp_prs_0104.htm   A Thai based company Biz Dimension started an online business to business site called FoodMarketExchange.com in September of 2009. The company had been looking for a way to cut out the middlemen in Thai food supply. Creating a way to do large food transactions online has already changed some Thai food suppliers to come out of their old business ways. A total of $5.7 million in transactions for seafood alone has already been documented since the site opened up only months ago. The creation of online business helps not only the large food companies, but the small, local Thai farmers who were unable to get into the market previously. Large food buyers such as Red Lobster and Chicken of the Sea have already been attracted to the online business with Thailand, although most food giants are not ready to do all of their buying this way.      nonadult false An e-market for the food industry text blog 41 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=21873470&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1270753594369 false 0 0 2300696 21873470 Member 350 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22191162&as=113313 Thu, 15 Apr 2010 18:01:18 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22191162&as=113313 jbabbs2 2010-04-15T18:01:18Z Business Relationships nonadult false jbabbs2 user 23 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22191162&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271354478796 false 0 22191162 22191162 Member 325 http://www.businessrelationships.com/_Starbucks-CEO-McDonalds-McCafe-launch-made-Starbucks-better/BLOG/2300694/113313.html Due to the recent expansion from McDonald’s into the espresso based drink products market with the McCafe, its competitor Starbucks has been increasing their sales. Starbucks representatives are saying that McDonalds move towards advertising and selling these espresso based drinks has actually made things better for them. It has increased Starbucks sales because the people that are regular coffee drinkers are trying to test both companies’ brands to see which one is better. It would probably be good for Starbuck to actually increase their advertisement now that McDonald’s has introduced this drink because if people see their advertisements the chances of people choosing them will be that much higher. The increase in their sales has led Starbucks into a much needed restructuring, and they are boosting their financial forecasts currently to show that they are in for a major turnaround this year. This article can be read at: http://www.usatoday.com/money/industries/food/2009-11-12-starbucks-mcdonalds-coffee_N.htm Due to the recent expansion from McDonald’s into the espresso based drink products market with the McCafe, its competitor Starbucks has been increasing their sales. Starbucks representatives are saying that McDonalds move towards advertising and selling these espresso based drinks has actually made things better for them. It has increased Starbucks sales because the people that are regular coffee drinkers are trying to test both companies’ brands to see which one is better. It would probably be good for Starbuck to actually increase their advertisement now that McDonald’s has introduced this drink because if people see their advertisements the chances of people choosing them will be that much higher. The increase in their sales has led Starbucks into a much needed restructuring, and they are boosting their financial forecasts currently to show that they are in for a major turnaround this year. This article can be read at: http://www.usatoday.com/money/industries/food/2009-11-12-starbucks-mcdonalds-coffee_N.htm Thu, 15 Apr 2010 17:56:38 GMT http://www.businessrelationships.com/_Starbucks-CEO-McDonalds-McCafe-launch-made-Starbucks-better/BLOG/2300694/113313.html rmaschh2 2010-04-15T17:56:38Z Business Relationships Due to the recent expansion from McDonald’s into the espresso based drink products market with the McCafe, its competitor Starbucks has been increasing their sales. Starbucks representatives are saying that McDonalds move towards advertising and selling these espresso based drinks has actually made things better for them. It has increased Starbucks sales because the people that are regular coffee drinkers are trying to test both companies’ brands to see which one is better. It would probably be good for Starbuck to actually increase their advertisement now that McDonald’s has introduced this drink because if people see their advertisements the chances of people choosing them will be that much higher. The increase in their sales has led Starbucks into a much needed restructuring, and they are boosting their financial forecasts currently to show that they are in for a major turnaround this year. This article can be read at: http://www.usatoday.com/money/industries/food/2009-11-12-starbucks-mcdonalds-coffee_N.htm nonadult false Starbucks CEO: McDonald's McCafe launch made Starbucks better text blog 38 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22189890&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271352301721 false 2 0 2300694 22189890 Member 435 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190984&as=113313 Thu, 15 Apr 2010 17:56:18 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190984&as=113313 lwakefield 2010-04-15T17:56:18Z Business Relationships nonadult false lwakefield user 19 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190984&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271354178794 false 0 22190984 22190984 Member 475 http://www.businessrelationships.com/_Dominos-New-Pizza/BLOG/2300692/113313.html   Dominos has been in the news a lot recently because they have been attempting to change their taste. Dominos has always been known for their speedy delivery but has been near last for taste and quality. Dominos has taken lessons from coke and put them into making their new pizza. Dominos has gone through many consumer taste-testing sessions. With this new consumer information Dominos set out to make the perfect tasting pizza to go with their speedy delivery. From the advertising on the television and the web video connected to this article seems to show Dominos has succeeded in making a delicious tasting pizza. Dominos has taken lessons from coke, consumer ideas and preference, and formatted a pizza that will hopefully send them to the top of the pizza chart. The experience Domino's has gained from making a new pizza is priceless. With the actions and thoughts Dominos has put into creating this new pizza could also be applied to any relationships they have. Like the pizza they stopped and asked what consumers what they weren't happy with and how would they like to see it change. They also had consumers taste test the product at every step along the way so that they knew the pizza would be perfect. Finally they had the perfect solution to their pizza problem. DOminos and other businesses could apply this to their relations. They need to stop and ask what their business partners want to see done and how they would fix it. Then apply changes and show the changes at various steps in the process. Then finally end up with a healthy and happy relationship. Many Companies start with their partners and shift down to the consumers, but in Domino's case they started with their customers and could apply this to every relationship they have.    http://www.cbsnews.com/stories/2009/12/17/business/main5989576.shtml      Dominos has been in the news a lot recently because they have been attempting to change their taste. Dominos has always been known for their speedy delivery but has been near last for taste and quality. Dominos has taken lessons from coke and put them into making their new pizza. Dominos has gone through many consumer taste-testing sessions. With this new consumer information Dominos set out to make the perfect tasting pizza to go with their speedy delivery. From the advertising on the television and the web video connected to this article seems to show Dominos has succeeded in making a delicious tasting pizza. Dominos has taken lessons from coke, consumer ideas and preference, and formatted a pizza that will hopefully send them to the top of the pizza chart. The experience Domino's has gained from making a new pizza is priceless. With the actions and thoughts Dominos has put into creating this new pizza could also be applied to any relationships they have. Like the pizza they stopped and asked what consumers what they weren't happy with and how would they like to see it change. They also had consumers taste test the product at every step along the way so that they knew the pizza would be perfect. Finally they had the perfect solution to their pizza problem. DOminos and other businesses could apply this to their relations. They need to stop and ask what their business partners want to see done and how they would fix it. Then apply changes and show the changes at various steps in the process. Then finally end up with a healthy and happy relationship. Many Companies start with their partners and shift down to the consumers, but in Domino's case they started with their customers and could apply this to every relationship they have.    http://www.cbsnews.com/stories/2009/12/17/business/main5989576.shtml    Thu, 15 Apr 2010 17:53:01 GMT http://www.businessrelationships.com/_Dominos-New-Pizza/BLOG/2300692/113313.html falk2 2010-04-15T17:53:01Z Business Relationships   Dominos has been in the news a lot recently because they have been attempting to change their taste. Dominos has always been known for their speedy delivery but has been near last for taste and quality. Dominos has taken lessons from coke and put them into making their new pizza. Dominos has gone through many consumer taste-testing sessions. With this new consumer information Dominos set out to make the perfect tasting pizza to go with their speedy delivery. From the advertising on the television and the web video connected to this article seems to show Dominos has succeeded in making a delicious tasting pizza. Dominos has taken lessons from coke, consumer ideas and preference, and formatted a pizza that will hopefully send them to the top of the pizza chart. The experience Domino's has gained from making a new pizza is priceless. With the actions and thoughts Dominos has put into creating this new pizza could also be applied to any relationships they have. Like the pizza they stopped and asked what consumers what they weren't happy with and how would they like to see it change. They also had consumers taste test the product at every step along the way so that they knew the pizza would be perfect. Finally they had the perfect solution to their pizza problem. DOminos and other businesses could apply this to their relations. They need to stop and ask what their business partners want to see done and how they would fix it. Then apply changes and show the changes at various steps in the process. Then finally end up with a healthy and happy relationship. Many Companies start with their partners and shift down to the consumers, but in Domino's case they started with their customers and could apply this to every relationship they have.    http://www.cbsnews.com/stories/2009/12/17/business/main5989576.shtml    nonadult false Dominos New Pizza text blog 44 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22166881&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271295655138 false 0 0 2300692 22166881 Member 400 http://www.businessrelationships.com/_Corn-Soybeans-Rise-on-Speculation-Chinese-Demand-Will-Improve/BLOG/2300681/113313.html http://www.businessweek.com/news/2010-04-15/corn-soybeans-rise-on-speculation-chinese-demand-will-improve.html   This is very important because at the moment this is all speculation, and as of now it is changing the market and how it is to be played the next few weeks, or until it is confirmed.  This is also a big deal for the United States.  China is the largest importer of soybeans and second largest consumer of corn, so importing would increase the United States exports tremendously since China is such a populated country.  I personally think that this is what really keeps the market moving, is the speculation of what is to come, otherwise everyone would be waiting to see what happens then act.  However, this type of speculation is a market changing one since China is such a large market.  It will be interesting to see what happens, and the reaction of the market when this is or is not confirmed. http://www.businessweek.com/news/2010-04-15/corn-soybeans-rise-on-speculation-chinese-demand-will-improve.html   This is very important because at the moment this is all speculation, and as of now it is changing the market and how it is to be played the next few weeks, or until it is confirmed.  This is also a big deal for the United States.  China is the largest importer of soybeans and second largest consumer of corn, so importing would increase the United States exports tremendously since China is such a populated country.  I personally think that this is what really keeps the market moving, is the speculation of what is to come, otherwise everyone would be waiting to see what happens then act.  However, this type of speculation is a market changing one since China is such a large market.  It will be interesting to see what happens, and the reaction of the market when this is or is not confirmed. Thu, 15 Apr 2010 17:42:10 GMT http://www.businessrelationships.com/_Corn-Soybeans-Rise-on-Speculation-Chinese-Demand-Will-Improve/BLOG/2300681/113313.html kiesel2 2010-04-15T17:42:10Z Business Relationships http://www.businessweek.com/news/2010-04-15/corn-soybeans-rise-on-speculation-chinese-demand-will-improve.html   This is very important because at the moment this is all speculation, and as of now it is changing the market and how it is to be played the next few weeks, or until it is confirmed.  This is also a big deal for the United States.  China is the largest importer of soybeans and second largest consumer of corn, so importing would increase the United States exports tremendously since China is such a populated country.  I personally think that this is what really keeps the market moving, is the speculation of what is to come, otherwise everyone would be waiting to see what happens then act.  However, this type of speculation is a market changing one since China is such a large market.  It will be interesting to see what happens, and the reaction of the market when this is or is not confirmed. nonadult false Corn, Soybeans Rise on Speculation Chinese Demand Will Improve text blog 34 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=21873828&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1270754307144 false 1 0 2300681 21873828 Member 350 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190434&as=113313 Thu, 15 Apr 2010 17:40:30 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190434&as=113313 fuzzworld 2010-04-15T17:40:30Z Business Relationships nonadult false fuzzworld user 4 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190434&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271353230593 false 1 22190434 22190434 Member 305 http://www.businessrelationships.com/_Marketing-Tainted-Beef/BLOG/2300673/113313.html http://www.usatoday.com/news/washington/2010-04-12-tainted-meat_N.htm?csp=hf   The lack of specific governmental regulations on the contamination of beef is leading consumers to distrust the marketplace. Although the USDA’s Food Safety and Inspection Service tests meats for E. coli and salmonella, there is a growing issue with residue contamination in beef. Testing for these issues relies on assistance from the EPA and the FDA. Currently, there are no legal limits in terms of amount of pesticides or antibiotics. These risks directly will directly affect the public’s health.   It only takes a few stories about contaminated meat to deter end consumers from purchasing beef. Additionally, the screening agencies do not have the authority to stop the distribution of this contaminated meat due to the lack of regulation. The FSIS said in a written statement that the agency has agreed with the inspector general on "corrective actions" and will work with the FDA and EPA "to prevent residues or contaminants from entering into commerce." Will this be enough, or are the lobbyists correct in demanding specific laws and regulations? http://www.usatoday.com/news/washington/2010-04-12-tainted-meat_N.htm?csp=hf   The lack of specific governmental regulations on the contamination of beef is leading consumers to distrust the marketplace. Although the USDA’s Food Safety and Inspection Service tests meats for E. coli and salmonella, there is a growing issue with residue contamination in beef. Testing for these issues relies on assistance from the EPA and the FDA. Currently, there are no legal limits in terms of amount of pesticides or antibiotics. These risks directly will directly affect the public’s health.   It only takes a few stories about contaminated meat to deter end consumers from purchasing beef. Additionally, the screening agencies do not have the authority to stop the distribution of this contaminated meat due to the lack of regulation. The FSIS said in a written statement that the agency has agreed with the inspector general on "corrective actions" and will work with the FDA and EPA "to prevent residues or contaminants from entering into commerce." Will this be enough, or are the lobbyists correct in demanding specific laws and regulations? Thu, 15 Apr 2010 17:35:55 GMT http://www.businessrelationships.com/_Marketing-Tainted-Beef/BLOG/2300673/113313.html rfogel2 2010-04-15T17:35:55Z Business Relationships http://www.usatoday.com/news/washington/2010-04-12-tainted-meat_N.htm?csp=hf   The lack of specific governmental regulations on the contamination of beef is leading consumers to distrust the marketplace. Although the USDA’s Food Safety and Inspection Service tests meats for E. coli and salmonella, there is a growing issue with residue contamination in beef. Testing for these issues relies on assistance from the EPA and the FDA. Currently, there are no legal limits in terms of amount of pesticides or antibiotics. These risks directly will directly affect the public’s health.   It only takes a few stories about contaminated meat to deter end consumers from purchasing beef. Additionally, the screening agencies do not have the authority to stop the distribution of this contaminated meat due to the lack of regulation. The FSIS said in a written statement that the agency has agreed with the inspector general on "corrective actions" and will work with the FDA and EPA "to prevent residues or contaminants from entering into commerce." Will this be enough, or are the lobbyists correct in demanding specific laws and regulations? nonadult false Marketing Tainted Beef text blog 20 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190076&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271352622124 false 0 0 2300673 22190076 Member 355 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190076&as=113313 Thu, 15 Apr 2010 17:30:22 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190076&as=113313 rfogel2 2010-04-15T17:30:22Z Business Relationships nonadult false rfogel2 user 16 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22190076&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271352622124 false 1 22190076 22190076 Member 355 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22189890&as=113313 Thu, 15 Apr 2010 17:25:01 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22189890&as=113313 rmaschh2 2010-04-15T17:25:01Z Business Relationships nonadult false rmaschh2 user 18 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22189890&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271352301721 false 2 22189890 22189890 Member 435 http://www.businessrelationships.com/_Cutting-Seed-Prices-to-Lure-Farmers-Back/BLOG/2300643/113313.html 0 0 0 <!-- /* Font Definitions */ @font-face {font-family:"Times New Roman"; panose-1:0 2 2 6 3 5 4 5 2 3; mso-font-charset:0; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:50331648 0 0 0 1 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman";} table.MsoNormalTable {mso-style-parent:""; font-size:10.0pt; font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.0in 1.0in 1.0in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> http://www.feedstuffs.com/ME2/dirmod.asp?sid=F4D1A9DFCD974EAD8CD5205E15C1CB42&nm=Breaking+News&type=news&mod=News&mid=A3D60400B4204079A76C4B1B129CB433&tier=3&nid=820CC37E7FA94C2387B4E483F38D04F7   This article focuses on the business relationship between a large supplier, Monsanto, and the every-day American farmer. Farmers can create margin on their product by using new innovations, such as the biotech seeds Monsanto produces, which increase the quality and yield of a product. Monsanto understands that their competitors cannot duplicate the value of their innovations, so as a differentiated supplier they raise the price of their seed. The seed provided by Monsanto can exponentially increase the growth of a farmer. However, because Monsanto is the only supplier with this quality seed, they increased price hinders the farmer’s growth. Recently, competitors of Monsanto have been decreasing their seed prices in order to gain customers by taking advantage of the large price gap between their seed and Monsanto’s.   This is relevant to the topic of business relationships because Monsanto has noticed their customer base decreasing, assed the situation, and have put time and effort into solving the business-to-business problem. Monsanto has understood that the needs of their customers are not congruent with their expectations. In order to clarify the farmer’s situation and goals for the future, Monsanto took twelve months to personally visit with over 1,200 customers. At these visits, Monsanto discovered how the farmers view their product and company. The supplier concluded that they have an “unmatched toolkit” compared to their competitors.     After thinking about Monsanto’s, the competitor’s, and farmer’s situation, I asked my self a few questions. Can the competitor’s create a bundle so that price sensitivity is not the only reason why customers choose their product? Will farmers have no choice but to purchase Monsanto’s seed because of the quality? As a supplier with an “unmatchable toolkit”, will Monsanto continue to make an effort to personally visit with their customers? 0 0 0 <!-- /* Font Definitions */ @font-face {font-family:"Times New Roman"; panose-1:0 2 2 6 3 5 4 5 2 3; mso-font-charset:0; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:50331648 0 0 0 1 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman";} table.MsoNormalTable {mso-style-parent:""; font-size:10.0pt; font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.0in 1.0in 1.0in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> http://www.feedstuffs.com/ME2/dirmod.asp?sid=F4D1A9DFCD974EAD8CD5205E15C1CB42&nm=Breaking+News&type=news&mod=News&mid=A3D60400B4204079A76C4B1B129CB433&tier=3&nid=820CC37E7FA94C2387B4E483F38D04F7   This article focuses on the business relationship between a large supplier, Monsanto, and the every-day American farmer. Farmers can create margin on their product by using new innovations, such as the biotech seeds Monsanto produces, which increase the quality and yield of a product. Monsanto understands that their competitors cannot duplicate the value of their innovations, so as a differentiated supplier they raise the price of their seed. The seed provided by Monsanto can exponentially increase the growth of a farmer. However, because Monsanto is the only supplier with this quality seed, they increased price hinders the farmer’s growth. Recently, competitors of Monsanto have been decreasing their seed prices in order to gain customers by taking advantage of the large price gap between their seed and Monsanto’s.   This is relevant to the topic of business relationships because Monsanto has noticed their customer base decreasing, assed the situation, and have put time and effort into solving the business-to-business problem. Monsanto has understood that the needs of their customers are not congruent with their expectations. In order to clarify the farmer’s situation and goals for the future, Monsanto took twelve months to personally visit with over 1,200 customers. At these visits, Monsanto discovered how the farmers view their product and company. The supplier concluded that they have an “unmatched toolkit” compared to their competitors.     After thinking about Monsanto’s, the competitor’s, and farmer’s situation, I asked my self a few questions. Can the competitor’s create a bundle so that price sensitivity is not the only reason why customers choose their product? Will farmers have no choice but to purchase Monsanto’s seed because of the quality? As a supplier with an “unmatchable toolkit”, will Monsanto continue to make an effort to personally visit with their customers? Thu, 15 Apr 2010 17:22:35 GMT http://www.businessrelationships.com/_Cutting-Seed-Prices-to-Lure-Farmers-Back/BLOG/2300643/113313.html tmulher2 2010-04-15T17:22:35Z Business Relationships 0 0 0 <!-- /* Font Definitions */ @font-face {font-family:"Times New Roman"; panose-1:0 2 2 6 3 5 4 5 2 3; mso-font-charset:0; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:50331648 0 0 0 1 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman";} table.MsoNormalTable {mso-style-parent:""; font-size:10.0pt; font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.0in 1.0in 1.0in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> http://www.feedstuffs.com/ME2/dirmod.asp?sid=F4D1A9DFCD974EAD8CD5205E15C1CB42&nm=Breaking+News&type=news&mod=News&mid=A3D60400B4204079A76C4B1B129CB433&tier=3&nid=820CC37E7FA94C2387B4E483F38D04F7   This article focuses on the business relationship between a large supplier, Monsanto, and the every-day American farmer. Farmers can create margin on their product by using new innovations, such as the biotech seeds Monsanto produces, which increase the quality and yield of a product. Monsanto understands that their competitors cannot duplicate the value of their innovations, so as a differentiated supplier they raise the price of their seed. The seed provided by Monsanto can exponentially increase the growth of a farmer. However, because Monsanto is the only supplier with this quality seed, they increased price hinders the farmer’s growth. Recently, competitors of Monsanto have been decreasing their seed prices in order to gain customers by taking advantage of the large price gap between their seed and Monsanto’s.   This is relevant to the topic of business relationships because Monsanto has noticed their customer base decreasing, assed the situation, and have put time and effort into solving the business-to-business problem. Monsanto has understood that the needs of their customers are not congruent with their expectations. In order to clarify the farmer’s situation and goals for the future, Monsanto took twelve months to personally visit with over 1,200 customers. At these visits, Monsanto discovered how the farmers view their product and company. The supplier concluded that they have an “unmatched toolkit” compared to their competitors.     After thinking about Monsanto’s, the competitor’s, and farmer’s situation, I asked my self a few questions. Can the competitor’s create a bundle so that price sensitivity is not the only reason why customers choose their product? Will farmers have no choice but to purchase Monsanto’s seed because of the quality? As a supplier with an “unmatchable toolkit”, will Monsanto continue to make an effort to personally visit with their customers? nonadult false Cutting Seed Prices to Lure Farmers Back text blog 31 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22168177&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271299738003 false 0 0 2300643 22168177 Member 375 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188806&as=113313 Thu, 15 Apr 2010 16:52:48 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188806&as=113313 jkwong5 2010-04-15T16:52:48Z Business Relationships nonadult false jkwong5 user 5 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188806&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271350368540 false 3 22188806 22188806 Member 365 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188469&as=113313 Thu, 15 Apr 2010 16:43:12 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188469&as=113313 jiameng2 2010-04-15T16:43:12Z Business Relationships nonadult false jiameng2 user 4 1 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188469&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271349792148 false 3 22188469 22188469 Member 380 http://www.businessrelationships.com/_Soy-cheese-products-deceive-consumers-violate-vegans/BLOG/2300607/113313.html As if the dairy industry hasn’t been hit hard enough from the economic downturn it continues to face assault from animal activists and vegans.  One interesting point being the definition of the term natural and what makes Soy products “Natural”.  if you look at almost every Soy product you will find that contrary to popular believe, it actually contains a cow milk protein.  This protein known as casein is typically what causes so many problems that we have with dairy products such as sinus congestion, constipation and even asthma symptoms.  One main reason it causes these problems is because this protein is difficult for humans to digest.   If you actually look at the makeup of human breast milk you will find that it is greatly different from cow’s milk.  Cows require casein in larger quantities than humans which is why human breast milk contains casein in a much smaller quantity.  This also raises an interesting question, why are we the only species on the planet that drinks another species’ milk?  It’s also interesting to note that we as a species drink milk throughout adulthood where other species only drink milk right after birth for a relatively short period of time.  Even yogurt’s coloring is derived from an insect derived natural coloring.  So the important question raised by all of this is, just how natural are all these so called alternatives?        http://www.naturalnews.com/003217_soy_cheese_food_marketing.html As if the dairy industry hasn’t been hit hard enough from the economic downturn it continues to face assault from animal activists and vegans.  One interesting point being the definition of the term natural and what makes Soy products “Natural”.  if you look at almost every Soy product you will find that contrary to popular believe, it actually contains a cow milk protein.  This protein known as casein is typically what causes so many problems that we have with dairy products such as sinus congestion, constipation and even asthma symptoms.  One main reason it causes these problems is because this protein is difficult for humans to digest.   If you actually look at the makeup of human breast milk you will find that it is greatly different from cow’s milk.  Cows require casein in larger quantities than humans which is why human breast milk contains casein in a much smaller quantity.  This also raises an interesting question, why are we the only species on the planet that drinks another species’ milk?  It’s also interesting to note that we as a species drink milk throughout adulthood where other species only drink milk right after birth for a relatively short period of time.  Even yogurt’s coloring is derived from an insect derived natural coloring.  So the important question raised by all of this is, just how natural are all these so called alternatives?        http://www.naturalnews.com/003217_soy_cheese_food_marketing.html Thu, 15 Apr 2010 16:40:50 GMT http://www.businessrelationships.com/_Soy-cheese-products-deceive-consumers-violate-vegans/BLOG/2300607/113313.html BretonRLong 2010-04-15T16:40:50Z Business Relationships As if the dairy industry hasn’t been hit hard enough from the economic downturn it continues to face assault from animal activists and vegans.  One interesting point being the definition of the term natural and what makes Soy products “Natural”.  if you look at almost every Soy product you will find that contrary to popular believe, it actually contains a cow milk protein.  This protein known as casein is typically what causes so many problems that we have with dairy products such as sinus congestion, constipation and even asthma symptoms.  One main reason it causes these problems is because this protein is difficult for humans to digest.   If you actually look at the makeup of human breast milk you will find that it is greatly different from cow’s milk.  Cows require casein in larger quantities than humans which is why human breast milk contains casein in a much smaller quantity.  This also raises an interesting question, why are we the only species on the planet that drinks another species’ milk?  It’s also interesting to note that we as a species drink milk throughout adulthood where other species only drink milk right after birth for a relatively short period of time.  Even yogurt’s coloring is derived from an insect derived natural coloring.  So the important question raised by all of this is, just how natural are all these so called alternatives?        http://www.naturalnews.com/003217_soy_cheese_food_marketing.html nonadult false Soy cheese products deceive consumers, violate vegans text blog 35 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22185324&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271344487563 false 1 0 2300607 22185324 Member 395 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188340&as=113313 Thu, 15 Apr 2010 16:39:01 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188340&as=113313 banant2 2010-04-15T16:39:01Z Business Relationships nonadult false banant2 user 2 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22188340&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271349541962 false 1 22188340 22188340 Member 305 http://www.businessrelationships.com/_The-Road-Less-Traveled/BLOG/2300589/113313.html http://cornandsoybeandigest.com/marketing/0301-chambers-farms-grew-markets/index.html Iowa soybean farmer, Norm Chambers, has been busy expanding his target market to overseas purchasers during the last two decades.  Utilizing his past networking to obtain current customers as well as gaining thorough knowledge of the Japanese culture of business, Chambers has been able to attain a buyer-seller relationship that greatly benefits both businesses.  Moving out of the spot market through growing a value-added crop has allowed Chambers to capitalize on premiums that are apparent as a producer moves toward food and the consumer end of the continuum.  There were multiple risks with partnering with an international contact, and the suppliers are currently feeling one such pressure as competition continuously increases in their industry.  Theodore Levitt states, “The relationship between a seller and buyer seldom ends when a sale is made.  The sale, then, merely consummates the courtship, at which point the marriage begins.”  Chambers has been loyal, fair, flexible, considerate and compliant throughout the course of his “marriage” with his Japanese partner, which has resulted in a healthy, long-term relationship between buyer and seller. http://cornandsoybeandigest.com/marketing/0301-chambers-farms-grew-markets/index.html Iowa soybean farmer, Norm Chambers, has been busy expanding his target market to overseas purchasers during the last two decades.  Utilizing his past networking to obtain current customers as well as gaining thorough knowledge of the Japanese culture of business, Chambers has been able to attain a buyer-seller relationship that greatly benefits both businesses.  Moving out of the spot market through growing a value-added crop has allowed Chambers to capitalize on premiums that are apparent as a producer moves toward food and the consumer end of the continuum.  There were multiple risks with partnering with an international contact, and the suppliers are currently feeling one such pressure as competition continuously increases in their industry.  Theodore Levitt states, “The relationship between a seller and buyer seldom ends when a sale is made.  The sale, then, merely consummates the courtship, at which point the marriage begins.”  Chambers has been loyal, fair, flexible, considerate and compliant throughout the course of his “marriage” with his Japanese partner, which has resulted in a healthy, long-term relationship between buyer and seller. Thu, 15 Apr 2010 16:26:13 GMT http://www.businessrelationships.com/_The-Road-Less-Traveled/BLOG/2300589/113313.html moss1 2010-04-15T16:26:13Z Business Relationships http://cornandsoybeandigest.com/marketing/0301-chambers-farms-grew-markets/index.html Iowa soybean farmer, Norm Chambers, has been busy expanding his target market to overseas purchasers during the last two decades.  Utilizing his past networking to obtain current customers as well as gaining thorough knowledge of the Japanese culture of business, Chambers has been able to attain a buyer-seller relationship that greatly benefits both businesses.  Moving out of the spot market through growing a value-added crop has allowed Chambers to capitalize on premiums that are apparent as a producer moves toward food and the consumer end of the continuum.  There were multiple risks with partnering with an international contact, and the suppliers are currently feeling one such pressure as competition continuously increases in their industry.  Theodore Levitt states, “The relationship between a seller and buyer seldom ends when a sale is made.  The sale, then, merely consummates the courtship, at which point the marriage begins.”  Chambers has been loyal, fair, flexible, considerate and compliant throughout the course of his “marriage” with his Japanese partner, which has resulted in a healthy, long-term relationship between buyer and seller. nonadult false The Road Less Traveled text blog 38 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22157212&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271275480839 false 5 0 2300589 22157212 Member 405 http://www.businessrelationships.com/_Taco-Bells-Cheap-Menu/BLOG/2300587/113313.html       After going through many setbacks such as the E. Coli outbreak and the rat investation in New York, Taco Bell has managed to bring itself back up in the fast food industry.  They brought back their “Why Pay Less” menu including items for less than a dollar.  The restaurant chain’s cheap prices have attracted many customers due to the tough economy and will continue to do more business.  Taco Bell is competing against other fast food restaurants such as McDonald’s with their dollar menu and even KFC with their dollar Snackers.  They also introduced their new item called the Fruitista Freeze, with all-natural flavors and sliced strawberries on top.  Taco Bell made the drink with sugar instead of corn syrup to satisfy customers.                Taco Bell has teamed up with Youtube to advertise the new, cheap items on their menu.  A marketing tactic that will reach a range of consumers and get their product out there.                  Full article can be read at:       http://www.usatoday.com/money/industries/food/2008-05-13-taco-bell-value-menu_N.htm \         After going through many setbacks such as the E. Coli outbreak and the rat investation in New York, Taco Bell has managed to bring itself back up in the fast food industry.  They brought back their “Why Pay Less” menu including items for less than a dollar.  The restaurant chain’s cheap prices have attracted many customers due to the tough economy and will continue to do more business.  Taco Bell is competing against other fast food restaurants such as McDonald’s with their dollar menu and even KFC with their dollar Snackers.  They also introduced their new item called the Fruitista Freeze, with all-natural flavors and sliced strawberries on top.  Taco Bell made the drink with sugar instead of corn syrup to satisfy customers.                Taco Bell has teamed up with Youtube to advertise the new, cheap items on their menu.  A marketing tactic that will reach a range of consumers and get their product out there.                  Full article can be read at:       http://www.usatoday.com/money/industries/food/2008-05-13-taco-bell-value-menu_N.htm \   Thu, 15 Apr 2010 16:23:19 GMT http://www.businessrelationships.com/_Taco-Bells-Cheap-Menu/BLOG/2300587/113313.html akingsm2 2010-04-15T16:23:19Z Business Relationships       After going through many setbacks such as the E. Coli outbreak and the rat investation in New York, Taco Bell has managed to bring itself back up in the fast food industry.  They brought back their “Why Pay Less” menu including items for less than a dollar.  The restaurant chain’s cheap prices have attracted many customers due to the tough economy and will continue to do more business.  Taco Bell is competing against other fast food restaurants such as McDonald’s with their dollar menu and even KFC with their dollar Snackers.  They also introduced their new item called the Fruitista Freeze, with all-natural flavors and sliced strawberries on top.  Taco Bell made the drink with sugar instead of corn syrup to satisfy customers.                Taco Bell has teamed up with Youtube to advertise the new, cheap items on their menu.  A marketing tactic that will reach a range of consumers and get their product out there.                  Full article can be read at:       http://www.usatoday.com/money/industries/food/2008-05-13-taco-bell-value-menu_N.htm \   nonadult false Taco Bell's Cheap Menu text blog 40 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22186309&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271346167118 false 0 0 2300587 22186309 Member 350 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22187709&as=113313 Thu, 15 Apr 2010 16:21:14 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22187709&as=113313 carldaru 2010-04-15T16:21:14Z Business Relationships nonadult false carldaru user 4 1 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22187709&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271348474269 false 2 22187709 22187709 Member 375 http://www.businessrelationships.com/_Contract-farming-in-Indonesia-Smallholders-and-agribusiness-working-together/BLOG/2300551/113313.html Contract farming is agricultural production in accordance with an agreement between buyer and farmer.  The farmer agrees to provide a specific quantity, quality standard, and delivery schedule.  The buyer agrees to purchase the product at a pre-determined price and often supports production. In Indonesia, contract farming has proven to be very useful for small farms for a number of reasons.  For example, it is often very difficult for smallholders to access crucial market information.  By contracting with a large agribusiness firm, they put themselves in the mix of market characteristics.  Also, large firms have more access to new technology and are eager to share the knowledge to achieve a more efficient process.  In rural areas of Indonesia, gaining market access independently is very much a struggle.   In this scenario, a contractual agreement is mutually beneficial.  It is a way to spread production and marketing risks between agribusiness and smallholders.  In this way, producers can focus on effectively producing the product and the larger firms will take care of the marketing and exports.  By connecting rural economies to the international market, contract farming leads to substantial improvements to the broader economy.       http://aciar.gov.au/sites/aciar/files/node/533/tr54.pdf Contract farming is agricultural production in accordance with an agreement between buyer and farmer.  The farmer agrees to provide a specific quantity, quality standard, and delivery schedule.  The buyer agrees to purchase the product at a pre-determined price and often supports production. In Indonesia, contract farming has proven to be very useful for small farms for a number of reasons.  For example, it is often very difficult for smallholders to access crucial market information.  By contracting with a large agribusiness firm, they put themselves in the mix of market characteristics.  Also, large firms have more access to new technology and are eager to share the knowledge to achieve a more efficient process.  In rural areas of Indonesia, gaining market access independently is very much a struggle.   In this scenario, a contractual agreement is mutually beneficial.  It is a way to spread production and marketing risks between agribusiness and smallholders.  In this way, producers can focus on effectively producing the product and the larger firms will take care of the marketing and exports.  By connecting rural economies to the international market, contract farming leads to substantial improvements to the broader economy.       http://aciar.gov.au/sites/aciar/files/node/533/tr54.pdf Thu, 15 Apr 2010 15:51:13 GMT http://www.businessrelationships.com/_Contract-farming-in-Indonesia-Smallholders-and-agribusiness-working-together/BLOG/2300551/113313.html ctoberm2 2010-04-15T15:51:13Z Business Relationships Contract farming is agricultural production in accordance with an agreement between buyer and farmer.  The farmer agrees to provide a specific quantity, quality standard, and delivery schedule.  The buyer agrees to purchase the product at a pre-determined price and often supports production. In Indonesia, contract farming has proven to be very useful for small farms for a number of reasons.  For example, it is often very difficult for smallholders to access crucial market information.  By contracting with a large agribusiness firm, they put themselves in the mix of market characteristics.  Also, large firms have more access to new technology and are eager to share the knowledge to achieve a more efficient process.  In rural areas of Indonesia, gaining market access independently is very much a struggle.   In this scenario, a contractual agreement is mutually beneficial.  It is a way to spread production and marketing risks between agribusiness and smallholders.  In this way, producers can focus on effectively producing the product and the larger firms will take care of the marketing and exports.  By connecting rural economies to the international market, contract farming leads to substantial improvements to the broader economy.       http://aciar.gov.au/sites/aciar/files/node/533/tr54.pdf nonadult false Contract farming in Indonesia: Smallholders and agribusiness working together text blog 23 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22184022&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271342048968 false 0 0 2300551 22184022 Member 345 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22186309&as=113313 Thu, 15 Apr 2010 15:42:47 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22186309&as=113313 akingsm2 2010-04-15T15:42:47Z Business Relationships nonadult false akingsm2 user 14 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22186309&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271346167118 false 0 22186309 22186309 Member 350 http://www.businessrelationships.com/_Pizza-Hut-looks-to-expand-Wingstreet/BLOG/2300526/113313.html http://findarticles.com/p/articles/mi_m3190/is_42_40/ai_n16788777/   In this article it discusses how Pizza Hut is working toward expanding their Pizza Hut/Wingstreet to 1000 units by next year. Currently they have over 800 locations where they have an extended menu due to the Wingstreet addition, which has inturn risen sales significantly. This shows to be a very good business venture due to the fact that there is a rising trend in hot wings and food with extra spice and flavor and at the same time, any expansion of a menu to that extent should aid in sales due to more options being available to the costumers. Units that have the Wingstreet branch also often have more seating, bars and other marketing options. Many other pizza companies have had wing options in the past, however, unlike Pizza Hut/Wingstreet, they have had a lot less options to go along with just the basic traditional buffalo wings. It seems that the expansion of the Wingstreet brand is in the best interest to the Pizza Hut company. http://findarticles.com/p/articles/mi_m3190/is_42_40/ai_n16788777/   In this article it discusses how Pizza Hut is working toward expanding their Pizza Hut/Wingstreet to 1000 units by next year. Currently they have over 800 locations where they have an extended menu due to the Wingstreet addition, which has inturn risen sales significantly. This shows to be a very good business venture due to the fact that there is a rising trend in hot wings and food with extra spice and flavor and at the same time, any expansion of a menu to that extent should aid in sales due to more options being available to the costumers. Units that have the Wingstreet branch also often have more seating, bars and other marketing options. Many other pizza companies have had wing options in the past, however, unlike Pizza Hut/Wingstreet, they have had a lot less options to go along with just the basic traditional buffalo wings. It seems that the expansion of the Wingstreet brand is in the best interest to the Pizza Hut company. Thu, 15 Apr 2010 15:36:56 GMT http://www.businessrelationships.com/_Pizza-Hut-looks-to-expand-Wingstreet/BLOG/2300526/113313.html bcdown2 2010-04-15T15:36:56Z Business Relationships http://findarticles.com/p/articles/mi_m3190/is_42_40/ai_n16788777/   In this article it discusses how Pizza Hut is working toward expanding their Pizza Hut/Wingstreet to 1000 units by next year. Currently they have over 800 locations where they have an extended menu due to the Wingstreet addition, which has inturn risen sales significantly. This shows to be a very good business venture due to the fact that there is a rising trend in hot wings and food with extra spice and flavor and at the same time, any expansion of a menu to that extent should aid in sales due to more options being available to the costumers. Units that have the Wingstreet branch also often have more seating, bars and other marketing options. Many other pizza companies have had wing options in the past, however, unlike Pizza Hut/Wingstreet, they have had a lot less options to go along with just the basic traditional buffalo wings. It seems that the expansion of the Wingstreet brand is in the best interest to the Pizza Hut company. nonadult false Pizza Hut looks to expand Wingstreet text blog 16 0 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22181263&as=113313 http://media.kickstatic.com/kickapps/images/113313/icons/defaultMember_113313_portrait160X120.jpg?t=1271338079436 false 0 0 2300526 22181263 Member 350 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22185324&as=113313 Thu, 15 Apr 2010 15:14:47 GMT http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22185324&as=113313 BretonRLong 2010-04-15T15:14:47Z Business Relationships nonadult false BretonRLong user 19 1 0.0 http://www.businessrelationships.com/service/displayKickPlace.kickAction?u=22185324&as=113313 http://media.kickstatic.com/kickapps/images/113313/photos/PHOTO_8444202_113313_22185324_ap_160X120.jpg false 1 22185324 22185324 Member 395