For most organizations, building all of these capabilities means transforming the current sales organization model. Some manufacturers might fear that they are investing to build the capabilities of a third-party contractor — who could someday use those capabilities on behalf of competitors. But the most important capabilities are those of the manufacturers themselves: to choose vendors effectively, synchronize processes, garner the loyalty of vendors, track their results, and manage the whole process. Once developed and internalized, these are capabilities that no competitor can borrow or steal.
Edward Landry (firstname.lastname@example.org) is a vice president with Booz Allen Hamilton in New York. He focuses on strategy and sales and marketing effectiveness for consumer packaged-goods and health-care companies.
Jaya Pandrangi (email@example.com) is a senior associate with Booz Allen Hamilton in Cleveland. Her work focuses on strategy and sales and marketing effectiveness for consumer packaged-goods companies.
Also contributing to this article was Booz Allen Senior Vice President Cesare Mainardi.