Food value chain: Redefining Traditional B2B Business in a Service Economy

Henrik Stamm Kristensen

I recently read an interesting article focusing on the transition to an industrial economy to a service economy, signed by Dave Gray. As suggested in the article, the car is, perhaps, one the clearest examples of how the advancement of digital technology, demographic and economic changes has turned out the way in which companies, and mainly emerging start-ups, create value. From the consumer and individual good, the car, to its real benefit, which is: An easy and affordable way to move around delivering through digital platforms. As this transformation is possible in an industry like car manufacturing, I completely agree with the author, it is equally possible in many others, even with B2B food business.

Blendhub business model Food Powder Blends Anywhere using a full-service platform to deliver these products where they are needed is very aligned with this concept of creating new value for the food industry business by focusing on their needs rather than in selling products, and building new relationships with our clients based on trust and a customer excellence approach – in line with Kenneth Blanchard’s model in Raving fans.

This is possible through an offering based on producing and delivering high quality food powder blends anywhere in the world using our Portable Powder Blending factory and a unique knowledge-based tool box designed to achieve the lowest cost, minimum risk, and maximum safety and transparency for our clients. How? With a novel and open approach to food formulation, the identification of global supply chain and logistic opportunities, a quality 24/7 control system in the cloud, a specialized IT control process for our sector and a solution-based finance and risk assessment service.

As stated in the article by Dave Gray, services in a service economy are contextual and co-created, and so there is our offering. Our full-service platform is designed to build or co-create global projects with the stakeholders in the food industry optimizing the value chain, and mutually benefiting of growth opportunities.
In a time of aggressive competency, fast-changing markets, and saturation of offers, collaboration becomes a key element, while portfolios of products will live together with platforms of services, asHenry Chesbrough also approached – I recommend you this previous article: Creating open platforms of solutions“.

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