"Big ideas loom every bit as large in successful B2B strategies. Take Crown Cork Seal, once the most profitable and innovative company in an industry — metal containers — dominated by much larger companies. In the early 1960s, Crown’s CEO, John F. Connelly, had the big idea of retooling the company to focus on filling special orders for smaller customers. Instead of going head to head with larger competitors for national customers — such as Miller Brewing Company — with huge orders enabling long, low-cost production runs, Crown became a “short run” specialist.
Connelly crafted a coherent strategy to bring his idea to economic life that included rapid-response rush orders, high levels of technical assistance, holding inventory for customers, and carrying excess production capacity — all of which went against the grain of accepted wisdom in an industry where success depended on minimizing costs. He bet on being able to charge higher prices by serving smaller customers with far less bargaining power, [Moi ici: Para mim é mais do que uma questão de bargaining power, é uma questão valor criado percepcionado por esse tipo de clientes] and, as Richard Rumelt describes in , it worked. Within a decade, Crown was generating more profit than any other company in its industry, even without having the most revenue. But the big idea lasted only as long as the CEO’s tenure, which ended in 1990. Connelly’s successor shifted to a “strategy” of growth through acquisition. Seven years later, after completing 20 acquisitions, Crown was the world’s largest container manufacturer. But it had lost its distinctive approach and had not found a new one. By 2006, it was one of the industry’s least-profitable players."
Trecho retirado de "What is Your Strategy’s Big Idea?"