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A common request - from many Caterpillar dealers, including CTE - is the need to provide employees with direct access to learning content in real time through their own LMS. In CTE’s case the LMS had to meet internal training requirements, provide scalability, and allow for easy administration.
It’s common that small to mid-market manufacturers have not fully optimized support and sales enablement for their network of dealers and distributors. To help, we created a Dealer Network Maturity Model that provides a map of the various stages of dealer network development including recommendations and suggested best practices.
This article highlights five common business challenges we hear often related to audiences within the manufacturing ecosystem, and how digital platforms and ecosystems for the manufacturing industry are being designed and deployed with specific tools and workflows to meet these challenges.
This paper outlines a progression that is beginning to take hold in the manufacturing sector – best-in-class companies leveraging digital ecosystems to strengthen key business relationships, grow revenue, and forge valuable customer interactions.
Headquartered in Troy, Michigan, Meritor is a leading global supplier of drivetrain, mobility, braking and aftermarket solutions for commercial vehicle and industrial markets.
In the manufacturing industry there is a trend towards maximizing digital interactions between key stakeholders. To gauge how your organization is adapting to this trend, please take a few minutes and complete this survey.
We need to manage opportunities better by getting sales leads to our partners and vice-versa.
We need to train and certify our dealer sales reps and service technicians for optimal performance.
We need to have access to real-time dashboards and keep track of KPIs throughout the channel.
Building on the customization capabilities of Sisense, we were able to meet our data security requirements, customization needs, and deployment architecture needs.
Accenture Strategy
Accenture Strategy surveyed 1,252 business leaders from diverse industries across the world to better understand the degree to which companies are capturing ecosystem opportunities. We found companies are pursuing new business models to navigate, or even lead, disruption. When asked what they would typically do to disrupt their industry, 60 percent of executives said, “build ecosystems.” Nearly half have already built or are currently building an ecosystem to respond to disruption.
Harvard Business Review
B2B customers are deeply uncertain and stressed. With virtually infinite information available on any solution, a swelling raft of stakeholders involved in each purchase, and an ever-expanding array of options, customers are increasingly overwhelmed and often more paralyzed than empowered. The authors’ solution, developed through work with hundreds of sales organizations globally, is a proactive, take-charge prescriptive approach that sweeps away obstacles and guides customers through decision making.
McKinsey & Company
Industrial manufacturers with aftermarket services have been disrupted by new technologies and advanced analytics, but the best organizations are not resisting but capitalizing on those trends. These companies are transforming their field operations to dramatically improve service levels and the customer experience, increasing efficiency and productivity, and creating value in new ways—both for customers and for themselves as original- equipment manufacturers (OEMs).
McKinsey & Company
Digital and advanced analytics are changing the game for B2B businesses, even for the largest of customers, and those that get it right see the rewards. Building on an earlier analysis of changing customer preferences in the digital age, McKinsey & Company carried out an extensive survey of more than 150 decision makers and buying influencers at large companies—all of whom would be considered “key accounts” by their major suppliers.
PwC
For the industrial manufacturing (IM) sector, a series of external challenges ultimately may be catalysts for action that the industry has avoided for many years. Global trade disputes, tariffs and trade barriers, political instability and even the potential onset of a recession are topping a long list of threats that could have palpable repercussions for companies that make complex engineered products and equipment mostly for manufacturing operations and earth-moving projects.
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