Page 231 - Performance Leadership
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220 • Part IV Implementing the Performance Leadership Framework

            F igur e 12.2
            Three Types of Relationships within the Performance Network


               Transactional relationship
                                          •  Supplier/customer relationship
                 Supplier   Customer      •  Separate objectives

               Added-value relationship
                                          •  Embedded supplier process within customer
                                          Or
                  Supplier  Customer      •  Customized supplier process for customer
                                          •  Aligned objectives
               Joint-value relationship
                                          •  Cosupplied value proposition for joint customers
                Cosupplier
                                          Either
                       Combined
                                  Customer  •  Transactional or
                         offer
                                          •  Added-value
                Cosupplier
                                          •  Shared objectives
            to secure repeat business. Each party in a relationship focuses on its
            own performance, managing its own processes.
              Although transactional relationships are scalable (because they can be
            repeated for every single customer) and can be very profitable, they are
            becoming decreasingly competitive. Within transactional relationships,
            competing on price is not likely to be a good option. Most likely you have
            invested in becoming operationally excellent already, or there will always
            be someone else who can do it even cheaper. Or perhaps price competi-
            tion doesn’t fit your brand. Also, competing on product quality is becom-
            ing less differentiating: There are hardly any really “bad” products left in
            the market. Many organizations therefore look to provide additional value.
              In added-value relationships, profit and growth are still important for
            the supplier. But there is a clear need and wish to create a long-term
            relationship. In some cases, products or services are tailored to meet
            the needs of a specific customer. Think of printing a customer’s logo
            on a standard product, or building a product from scratch according to
            a customer’s specifications. Another form of adaptation can be found
            in logistics and administration, connecting systems to monitor stock
            levels or to perform joint planning. A certain level of trust is required
            by the customer to allow another party into the operation. Once this is
            a fact, switching costs will be higher. Both parties are committed to the
            relationship and seek alignment, benefiting from mutual success.
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