Author: Regis Lemmens
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Selling sustainability when the market stops paying for it
One sustainable B2B proposition is stalling in price negotiations. Another is expanding across blue-chip buyers. The difference is not the cause — it is the positioning. Kaneka’s Green Planet and Tony’s Open Chain, compared across seven dimensions.
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Bekaert and the carding spike
How a dormant patent and a customer willing to risk a production line became a case of co-developing a product neither party could have designed alone.
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Bekaert and the concrete that reinforces itself
A second Bekaert case: how co-developing a new reinforcement method with the people who pour the concrete turned a century-old building practice into a jointly owned innovation.
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Actemium and the start-ups in the room
How a systems integrator turned itself into a broker between start-ups and its own customers — and discovered a form of co-creation that depends on bringing in a third party.
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CGI’s SPARK centres and the technologies on display
The innovation centres were never really showcases for CGI’s own products. They were venues where a supplier convened its technology ecosystem and its customers to co-create what came next.
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MLP and the customer’s career
A German financial brokerage built its whole business on co-creating something far larger than a financial plan: the customer’s professional life.
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Salomon FoodWorld and the secret code of dishes
A meat producer stopped selling meat and started co-creating its customers’ menus — and in the process became indispensable to the restaurants it served.
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A Layered Business Case, Annotated
A worked example of the Layered Business Case — an anonymised deal between a Belgian prevention service and a Flemish hospital, with the reasoning behind every row made visible.
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Rolls-Royce and the power by the hour
When a manufacturer charges for the outcome rather than the engine, supplier and customer become locked into co-creating a great experience — because only a great experience keeps the meter running.
Future Of Selling 