In the last three chapters we have stressed that the route towards strategic supplier status involves finding a close and burning relevance to the customer’s sense of value, to their ambitions for growth, and to their means of competitive advantage. Never was this idea of matching and contributing more important than in the matter of this chapter: what drives them?
Here we will get to grips with their essential business values and culture, and it is when walking in this neck of the woods that we must do our utmost to make sure we come down on the right side of relevant or irrelevant, or put another way, partner or alien.
So, what makes their business hum? What values distinguish it and drive it, and how do ...