What can manufacturing companies learn from transatlantic flights?
So, I’m on this flight. I’ve been sitting here for six hours. There is still six hours to go before we land in San Francisco. This is the perfect example how to change your market situation. Let me tell you why…
The pain of sitting on a transatlantic flight to attend a boot-camp workshop in Silicon Valley is actually the perfect example of CPQ.
To give you some background we’re currently at the infamous Lufthansa flight LH458. The reason why this flight is infamous is because it represents any (and I really mean any) flight across the Atlantic Ocean. This 12-hour flight is like any other flight. It takes too long time.
The same distance in less than 10 minutes
The question I ask myself is what would happen to this infamous flight if there was an alternative that would transport us the same distance in less than 10 minutes?
Would that be good or bad for Lufthansa?
Would there be a need to change price in order preserve this particular non-luxurious experience of business travel?
I think so.
If there was an alternative that would actually take me half way across the globe in ten minutes I would gladly pay a premium price to not be sitting here. Do you hear me Lufthansa: I would gladly pay twice as much if you solve this 12-hour travel-thing-issue!
What does this have to do with manufacturing companies?
So, what’s the lesson learned for manufacturing companies?
Currently you are running transatlantic flights. In the future someone will solve that 12-hour problem in less than 10 minutes.
This is not really rocket science.
We have introduced a new way of traveling when it comes to steam turbines (we can tell you more)
We have introduced a new way of traveling when it comes to industry robots (we can tell you more)
We have introduced a new way of traveling in the health care sector (we can tell you more)
This is what CPQ can mean to your transatlantic flights. Your transatlantic flights of quote-to-order.