Field notes on industry, business development and life between Europe and Asia. No jargon.
An industrial manufacturer does not build growth by stacking up dealers: it builds a brand those dealers have an interest in defending. And when it also supplies its direct competitors, a separate product brand becomes a genuine business development tool.
A company owner knows the business so well that he no longer sees what a new customer discovers in a few minutes. A useful audit follows exactly that journey: search for the company, look at what it shows, compare its competitors and try to contact it like a genuine prospect.
An industrial set-up in South-East Asia does not start with a plot of land or a construction quote. It starts with the product, the flows and the way you manufacture. Subcontract, assemble or produce: the right choice is made before the walls are drawn, and early mistakes are paid for long after start-up.
When quotes, orders and stock rely on several files and on the memory of a few people, the problem is no longer an IT one: it is how the company runs. A custom ERP does not copy a big software package: it is a simple, web-based tool built around your real workflow, from the first quote to delivery.
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