You might have read the book “How to Drive Your Competition Crazy” by Guy Kawasaki. As American authors prefer to use lurid titles, they manage to reach quite a large audience.
The book deals almost exclusively with a couple of non-standard marketing schemes that are supposed to make it impossible for the competition to gain the upper hand. But the way to achieve this is not by attacking your competitors head on. Instead, the author suggests that your primary objective should be to please the customers.
The idea is that a company with a loyal following of customers will make it extremely tough for the competition to lure them away. The reader might easily get the impression that Kawasaki sees the world through marketing glasses. This would explain why he considers other factors in a company’s success hardly worth mentioning. Which companies are driving the competition crazy with their intralogistics? Read on to find out!
In a series of articles throughout this year, we will talk about the challenges, pitfalls and success factors of logistics projects. In the first part, we take a look at the launch of these projects and the role a consultant should play in it.
The concept of logistics – moving and storing goods from acquisition to consumption – is fairly well known to businesses and their consumers. Logistics is how we make things happen, whether it’s in our businesses or in our personal lives. But what exactly does “
2011 was the year of CeMAT, the world’s largest intralogistics trade show. And because there’s only one CeMAT every three years, the exhibits shown there are a good indicator for the innovations we can expect in the months and years ahead. This time, the large variety of new concepts and solutions for intralogistics was particularly remarkable.
Once again, it’s time to say good-bye to the old year and move on. But before we start 2012, let’s look back on some issues we covered in 2011.
The 
What might keep a company from investing in efficient intralogistics solutions to gain an advantage over the competition? I think that there are often a lot of doubts about the right course of action. From an outsider’s point of view, the intralogistics industry can be confusing in many ways. There are plenty of different systems, processes and technologies available on the market. Some of them are complementary, others are mutually exclusive. This leads to uncertainty and hampers further actions, sometimes as far as consolidating the status quo.
Let’s assume you’d like to upgrade your intralogistics, or even buy something completely new. I suppose you would start like this: you do some research in industry magazines and online, maybe visit a trade fair for intralogistics. Eventually, you are going to contact one or several intralogistics suppliers. And then, what happens next?
In parts 1 and 2 of this blog post, I wrote about the 
In the 
