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Value-chain analysis helps a supplier distinguish between the activities of the customer’s firm that directly support its competitive strategies – for its products and for enhancing key capabilities – and ordinary operations. For example, routine operations like billing customers or servicing the fleet of company vehicles must be done, and done well. But there is little if any competitive advantage to be gained from the superior execution of such activities. Nor are they likely to provide an opportunity for gaining new sources of revenue and profit. It is the customers’ strategic activities and projects that offer the potential for future profits and command the attention of your customers’ senior management. So by supporting strategic activities, B2B service providers stand to gain the high-margin work they hunger after, the work that produces the highest returns, and the work that should be their constant priority. The Fluor case Fluor Corporation is a global engineering and construction company providing major capital facilities for a vast range of industrial clients in many vertical markets. With as many as 2,000 projects under construction employing 40,000 workers in more than 50 countries at any time, Fluor operates in all geographic regions of the globe and in all parts of its customers’ supply chains, delivering engineering and construction management services – in sum, a full range of B2B services. The questions of where Fluor should concentrate its resources to meet its customers’ most urgent needs can become enormously complex. To rationalize this process, Fluor must determine which customer projects – the ones that address its customers’ greatest strategic needs and, hence, have potentially the greatest margins – have the highest value. For many years, Fluor has known the critical importance of understanding every one of its B2B customers’ businesses. But that was not enough. The questions for Fluor’s marketing team became, ‘‘How can we learn each customer’s business strategy and strategic needs?’’ Some of the many different sources of information about a customer’s strategy are: B Marketing communications including printed materials (brochures and advertisements), media communications (press releases) and marketing websites reveal new product directions and customer targeting; these provide insights into market positioning and marketing strategy. B Financial-community reports (annual reports, SEC filings, as well as meetings with financial analysts) shed light on internal strategic initiatives in addition to market-positioning moves. Annual reports form the basis of this Fluor case study, but 10Ks and analysts’ reports could prove equally useful. B The academic literature is replete with surgical dissections of strategically successful companies and industries. Business-school cases abound featuring companies like Apple and industries like automobiles. Wal-Mart, for one, has been the focus of many Harvard Business School cases.[8] B Many companies make their published strategic plans available to interested parties. For example, British Petroleum has published its strategy on its corporate website since 2000. B Consultants that specialize in competitive intelligence. B Face-to-face conversations with your customers. Once information about your customer’s strategic processes is obtained, it can be graphically mapped in a way that shows the full spectrum of customer activities. Such a map should clearly distinguish between strategic and routine operations.