How to be a better supplier - products or services, internally and externally
𝐀𝐛𝐨𝐮𝐭 𝐭𝐡𝐞 𝐛𝐨𝐨𝐤
In the book, the author Mike M. shares with business owners how to grow a business effectively - to harvest the giant pumpkins along the business development.
The strategy if put simply, is focusing on nurturing the main clients.
And the nurturing/focus, are about really seeking to understand clients’ needs, how to add value as a supplier, how to contribute to the clients’ development… and deliver delights in the effort.
𝐄𝐱𝐭𝐞𝐧𝐝𝐞𝐝 𝐚𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬
While getting through the book, the tactics introduced let me also think, many of them actually apply to ‘𝒔𝒖𝒑𝒑𝒍𝒊𝒆𝒓𝒔’ in a macro scope, including businesses, departments, or teams that supply something, and people who work for a company/organisation generally, i.e. employees.
1️⃣ Very often, as a strategy for strengthening the supply chain, we inform big companies to foster transformational instead of transactional relationships with their suppliers, as a ‘big brother’.
On the flip side of the coin, the observations were we hadn’t seen enough effort from suppliers to form a stronger bond with their big brothers, which shall do good for their own development for sure.
Many of the suppliers are actually working in a passive way.
If there are orders, happy working on it. If no orders, be silent.
This is esp true for many manufacturers.
2️⃣ On this platform, we see a lot of guidance as to how to be a good leader, or what can be defined as a good or bad leader etc. There could be thinking too on how we act to be a better team player or employee (at different levels) from a self perspective.
In the shoes of an employee, the giant pumpkins could be our personal growth: the development of expertise, or career capital.
In the shoes of the employee, the giant pumpkins are our personal growth: the development of expertise, or career capital.
If we hope to achieve something in our life, we first need to have that drive and accountability internally.
At the companies we work for, in the relationships with our managers, how do we act proactively to harvest as big pumpkins, instead of whatever, is something worthy of good thinking.
Every relationship takes 2 sides. Each end plays a part to form a healthier and stronger bond that is beneficial for both parties (i.e. producing good results).
Things are complex in reality. Oftentimes, a more fundamental decision has to be made first, as to who/which are the fine pumpkin seeds to nurture: the clients, the trajectory, the platform…
Once this is decided, a Pumpkin Plan is a nice one to have.
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